VACANCY FILLED Head of Operations (Director Designate) – West Yorkshire – competitive package


A UK leader in volume tube-bending, our client Olicana Products is seeking an experienced Head of Operations to help achieve its ambitious growth strategy.

The successful applicant will report directly to the company’s Managing Director and will be responsible for all Production and related Operations at the Ilkley factory.

This new role requires excellent Leadership and communication skills, a commitment to Operational Excellence and the intellectual and strategic ability to progress to the role of Director within three years.

Successful applicants will be of graduate calibre, with at least ten years of career progression in world class, fast-moving manufacturing business(es), and the package offered will not be a barrier for the right candidate.

The role would suit both locally based applicants and those seeking to relocate to this beautiful area of West Yorkshire.

Please email CV and covering letter to with your name in the Subject field. All applications are treated in the strictest confidence.


New Team Leader? Get yourself a dog!


One of the hardest career steps that many of us take is the very first – becoming a Team Leader. One day we’re happily part of the team, next day we’re leading it.

Without the right training and support it can be a tough place to be. Because we lack knowledge, skills and direction we often veer off into one of two directions:

Some of us are keen to remain friends with the team members so we try a little too hard, maybe not put too much pressure on getting things done, maybe turn a blind eye to some of those things that we were doing yesterday.

Result: team members may like us but we’re seen as an easy touch, maybe a “pushover”. Some folk take advantage of us so we lose respect and it becomes harder to get the job done.

Some of us go the other way – “I’m the boss now – no more mister / ms nice guy!” We stamp out all of those little perks, cheats and short-cuts that we were doing yesterday.

Result: team members see us as unreasonable, a “dictator”. Some folk actively work against us so we lose respect and it becomes harder to get the job done.

For me, one of the hardest lessons to learn – and one that I tell every new Team Leader or Manager – is this: “Don’t expect to be liked!”. Hence my second piece of advice – “If you want to be liked, get yourself a dog!”

What you can – and should – expect is to earn the respect of those that you work with. To become a good Team Leader you need to understand what’s going on here, and what to do about it.

Let’s look at two aspects of how we manage the team –

Challenge – how much do we expect from team members?
Support – how much help do we give them?
In the first example. we’re all support and no challenge so we’re an easy touch.

In the second example we’re all challenge and no support so we’re a dictator.

But we don’t have to choose between the two – it’s not an “either / or” choice.

What we need to do is both – always challenge people to be the best that they can be, and at the same time help them achieve their goals.

Result: better outcomes, happy team and well-respected, effective Team Leader! … and your dog will still love you just the same 🙂

Jack Russell Terrier (10 months old)

The Three Stages of Lean Transformation

As our knowledge and practice of Lean has developed, many of us have come to the conclusion that there is no standardised “one size fits all” roadmap or sequence that details every step of “how to implement Lean” for every organisation. But there are three vital stages that it makes sense to follow. Here they are:

1. Grasp the Current Situation. A full understanding – by all team members – of the current situation, is the essential starting point for any improvement activity. Questions to ask might include: Exactly where are we now? What are we trying to do here? What is our purpose, our mission? How do we add value for our customers? Honestly, how are we performing now? Are our measurement systems capable of telling us? Are we collecting (only) the right information to help us to make decisions and to take action?

2. Achieve Stability. What are the most important processes in your business? How do you develop new products or services? How do you deliver them? How do you plan, execute and measure the vital few? How do you manage your people, from cradle to grave? Are these processes capable, under control and stable? How do you sustain “One Best Way”: do you provide clear instruction, effective training, regular monitoring, wide-spread mistake-proofing?

3. Implement Lean. Only now can you begin to change the way you work, with a real prospect of success and sustained improvement. Once you have stable, repeatable processes you can analyse them and find ways to do them better. With the right tools and support the team can simplify and streamline the processes so that you become more efficient and more productive, and achieve better outcomes.

The detail of how to do it – and the exact tools to use – are gained only through years of experience. If you don’t yet have that experience you’ll need to hire it in, but make sure that you coach your people so that they “learn by doing”. By following this approach, and by rigorously following the PDCA Improvement Cycle (Plan-Do-Check-Act), you can genuinely transform your organisation and make Continuous Improvement a way of life.

Coalition And Floating Voter – Not Just General Election Buzz Words But Relevant To Lean Manufacturing Too

coalition blog graphic

By Andrew Nicholson, Managing Director of Nicholson Consultancy Ltd

With British politics moving away from three main parties and fragmenting into much wider choice, the prediction is that this week’s election will end up with another coalition Government.

However, politics and governing a country are not the only arenas where a coalition framework can be adopted – Lean Manufacturing needs a ‘Guiding Coalition’ to succeed.

This is because the hardest aspect of creating a truly Lean organisation is creating the right culture – a positive “can do” approach that challenges accepted norms and continuously seeks a better way.

And the hardest step is always the first.

That’s why it’s essential to start working with the right people.

At the most senior level, top management must be committed to making Lean happen – there needs to be a critical mass; what Dr John Kotter calls the “Guiding Coalition”.

Once we have that commitment, we need to understand how people will react to change, and we need to know how we should manage them.

In any group of people faced with significant change, we can expect a whole range of responses. If we drew these on a graph, they’d often follow what statisticians call a “normal distribution”; more commonly described as a “bell curve” or 2:6:2 curve, as shown in the diagram.

At the negative end of the curve we have a small number of people – typically 20% of the total – who actively oppose change. They’re sometimes referred to as the CAVE-dwellers: Completely Against Virtually Everything.

And keeping to the election analogy, in the middle we have the bulk of people, perhaps 60% – the “floating voters” who can be swayed in either a positive or a negative direction.

And over at the positive end of the spectrum we have another small group – typically 20% of the total – who are positive about change and at least prepared to give it a go.

Here’s the key point that many managers don’t understand: if you want to make change happen, work with the willing – the positive 10%.

These people are the Change Agents – at The Lean Consortium we call them the Lean Leaders – and they’re absolutely crucial to the success of Lean in any organisation.

These are the people that we work with to start the ball rolling, and get some “quick wins”. And this is what they look like:

• Keen to make a difference
• Accepts the need for change
• Eager to learn / seeks development opportunities
• Respected by peers and management
• Influential, with good people skills
• Able to overcome resistance and get things done

At the same time, it’s vital that you avoid getting bogged down with the CAVE-dwellers at the other end of the spectrum – these “energy vampires” can suck out every last ounce of positivity if you let them.

By all means listen to what they say – they just might have some good ideas – but don’t spend too much time with them, and don’t waste time trying to convert them to the cause. Your time is much better spent with the other folk.

By working with the willing you’ll find that life is a lot easier: you’ll get some “Quick Wins”, the “floating voters” will begin to get on board and you’ll build up the momentum that you need to sustain continuous improvement across the organisation.

How UK manufacturers can manage their energy usage for competitive advantage

Stephen Beard - Copy

Stephen Beard, from Gazprom Energy UK, explores how UK manufacturers can gain a competitive edge through effective energy management.

With energy prices on the increase, effective energy management plays an important role in almost all UK businesses – and this is the case in manufacturing businesses outfits more than most. A recent report by Siemens uncovered that 90% of UK manufacturers discuss energy management at board level, with almost 80% agreeing that managing energy is now a business-critical function.

While business continuity is considered key for this recent surge in interest, for many, the ability to gain a competitive advantage is the main driver in their energy efficiency efforts.

In this post, I’m going to run through a few of the ways that UK manufacturers can take control of the energy usage for a greater competitive edge and a higher profit margin.

Effective energy procurement
As many manufacturing professionals will well know, understanding the volatile wholesale energy market, negotiating with suppliers and choosing the best contract type can present big challenges and can be a significant drain on resources. Yet cost reduction in the purchasing process is vital to ensure competitiveness.

Depending on consumption levels, some businesses choose to appoint a dedicated member of staff to energy procurement. However, the use of energy partners or ‘brokers’ is considered a more cost-effective way of staying on top of the energy spend. A broker can talk to you about the range of contracts available from various suppliers and, more importantly, the value of each against the short and long-term forecasts for the market.

Appointing ‘energy champions’
Harnessing the energy spend by choosing the right contract is an essential starting point in making progress in energy management – but for serious energy savings, the work doesn’t stop there. The cost-saving benefit of internal monitoring and management on an on-going basis shouldn’t be underestimated. For those serious about gaining a competitive edge through reduced production costs, a company-wide behavioural shift is crucial.

It’s for this reason that some firms are starting to appoint ‘Energy Champions’, i.e. members of staff that are given roles and responsibilities designed to ‘champion’ energy-efficient behaviours amongst their colleagues. Depending on how much resource can be allocated to this, ‘Energy Champions’ might be responsible for anything from developing ideas for day-to-day awareness and improvement, to implementation of energy-saving strategy and feedback and reporting.

Providing the roles are taken seriously, ‘Energy Champions’ can be really effective for embedding the importance of energy efficient practices through the company.

Energy auditing
Likewise, to stay effective your energy-saving programme should be subject to continuous review. A good evaluation process should include regular energy audits, during which you look at:
Assessment of bills and meter readings: To establish peaks and troughs in consumption over several months
Compiling a checklist: Of energy-using equipment and machinery to be inspected for efficiency. Include even the most everyday expenses like office lighting and heating, as well as cooling and ventilation, equipment, machinery and processes.

An audit should highlight any inefficient or energy-sapping activities. This could be something as simple as the office lights not being turned off out of hours, or as critical as energy draining machinery being turned off and on again rather than using energy efficient standby options, in between production runs.

As well as allowing you to identify where savings can be made, regular audits also allow recognition of successes, which can often be passed through the business as morale-boosters.

Parting shot
There is no quick fix when it comes to energy efficiency improvements in manufacturing and it takes time before you can see a tangible return on your efforts. However, in an energy-intensive industry, the benefits of harnessing usage and spend can be extraordinary.

Though, according to Siemens, it seems most manufacturers have really started to take hold of energy management, I’d urge production managers and procurement specialists to take an even closer look at the energy spend and consider the options. With foresight and planning, taking control of energy usage can make way for a greater competitive edge and a higher profit margin.

About Gazprom Energy
Gazprom Energy is one of the UK’s leading business energy suppliers, offering a range of competitive business gas and electricity contracts for manufacturers.

The Future’s Bright, The Future’s Lean – Part 2

Andrew Nicholson
By Andy Nicholson, Managing Director of Nicholson Consultancy

In my previous blog I suggested that many organisations have come to understand that their future success requires the marshalling of Purpose, People and Processes, to deliver value to the organisation, its customers and its stakeholders.

So let’s look at what this actually means in practice:

The purpose of a Lean organisation is to create and deliver real long-term value.

The technical side of this requires a deep understanding of customers and stakeholders and should make clear exactly how, why, when and where value is added.

For the Purpose element to work a common set of values and a vision need to be drawn up that people feel are worthwhile and that they can get behind.

The truly Lean organisation values and develops its people, treats everyone with respect, and demands excellence.

To ensure sustainable continuous improvement requires, what W Edwards Deming, many years ago, described as “Constancy of Purpose” – the discipline of doing the important stuff day after day after day.

When it comes to People, the first and most important step is to get the right people on the bus – people whose values and attitudes fit with those of the organisation.

I’m with the approach of Jack Welch, as CEO of General Electric, on this one – if managers don’t demonstrate those values, they need to be replaced, regardless of how well they “hit the numbers”.

Lean organisations know how to recruit and retain people with the right values, and they are expert at developing each and every employee to their fullest potential.
Such organisations aim to engage people in a greater purpose, they recognise and reward their contribution, and they train and empower them to do the right thing in their own work-flow.

When Henry Ford talked about “the machine that God built” and Jim Womack, Dan Jones, and Dan Roos, wrote “The Machine that Changed the World” they weren’t talking about the motor car itself, they were talking about the process that created the motor car.

From the outset, Ford and Toyota understood that the myriad tasks and activities in a manufacturing plant should work together smoothly and effectively like a well-oiled machine.

Lean organisations are obsessed with their value streams – the essential value-adding tasks by which they create and deliver value.

They actively manage their extended value streams – their supply chains – by partnering and working with their suppliers and customers.

All the time, their people are working to understand “exactly how is value added, how do we cut out the waste, how do we link the pieces together and improve flow?” Put simply, good processes deliver good results.

Last, but not least, pulling all of this together requires the right leadership – leaders who have the right values, who are passionate about Lean and who are in it for the long haul: the sort of people who work very hard to make things very simple.

The future’s bright, the future’s Lean

Andrew Nicholson
By Andrew Nicholson, Managing Director of Nicholson Consultancy Ltd

After more than three decades of applying Lean in the West, perhaps the most important thing – and one that we’re still learning – is that Lean is a philosophy and a way of life, not just a set of tools and techniques.

I strongly believe that Lean has a bright future as it is more relevant now than it’s ever been in today’s fast-changing, quality-driven business environment.

We seem to live in a society where many citizens have a deep distrust of politicians, government and business.

In response, many of us actively seek out people and organisations we feel we can trust, whose values and objectives we share or at least feel we have some common cause with.

This is one reason why I believe that genuinely Lean organisations will survive and prosper.

In my opinion, organisations that value an open, learning culture and have respect for people – one of the key tenets of Lean – will almost naturally adopt Lean as part of their way of doing business.

Because they learn, Lean organisations will adapt and improve, and most will ultimately succeed.

Their employees become genuinely engaged, they “buy in” to the values of their organisation and they continually ask “What’s the Lean way to do this?”

Customers receive real value from a Lean organisation and are actively consulted – even directly involved – in future developments. They also “buy in”, becoming loyal followers, advocates or even zealots.

We’ve also learnt that Lean means much more than just Lean Manufacturing.

Although many manufacturers first use Lean tools and techniques in their production facilities, those who “get it” soon realise that there’s a lot more to manufacturing than production or assembly.

They go on to apply Lean across every area of their business, and then on through their Supply Chains, forming long-term partnerships with others who share their values and who also “think Lean”.

And Lean is spreading far beyond manufacturing. Healthcare, law enforcement, government and the military, software development and education are just some of the many areas where Lean principles are transforming traditional ways of working.

I see this as a continuing trend: applying the Lean philosophy to more and more organisations and sectors, and ultimately to more and more aspects of our daily lives – another reason why I believe that Lean has a bright future.

Finally, and particularly important in an economic downturn, we’re understanding that Lean is not about cost-cutting, outsourcing, off-shoring, down-sizing and lay-offs.

On the contrary, most of our clients are using Lean to grow, to in-source and to re-shore.

They understand that the true meaning of Lean is about delivering Value: truly understanding their customers’ needs, providing them with more and more genuine value, and exceeding their expectations.

Pulling all of this together then, into what you might call a Lean Mission Statement, I’d say that today’s Lean pioneers understand that their future success requires the marshalling of Purpose, People and Processes, to deliver value to customers, to employees and to stakeholders.

That’s why I see a bright future for those who truly embrace Lean. And in my next blog I’ll explain how this combination of Purpose, People and Processes is driving the future success of Lean organisations.

What opportunities does the Circular Economy offer Lean Manufacturing?

By Andrew Nicholson, Managing Director of Nicholson Consultancy Ltd

A fundamental shift is taking place within a range of industries, not least, the manufacturing sector.

The traditional way of working has been in a linear fashion where resources are obtained, shaped into products, used and disposed of.

However, as raw materials diminish and become more scarce or expensive, businesses are turning their attention to making the most use of what is available.

As a result, a new model is emerging that has been dubbed the ‘Circular Economy’ where products are remade, resold or recycled in some cases many times over.

The circular economy is all about doing more with less and minimising waste with new products assembled from materials obtained from old ones through reclamation, remanufacture and recycling or the operational life of a component is extended through refurbishment.

So does this offer any opportunities for the ‘Lean Manufacturer’?

In my opinion, the answer is most definitely yes.

From an efficiency point of view, it does not matter whether what is being used as the basis for a product is from an original source or is reusing or recycling materials.

Any type of manufacturing can be scrutinised and fine-tuned so that wastes of time and effort are eliminated from the entire process – which means from the minute a customer’s order is received to the delivery of the finished product.

The scope for employing lean principles will widen as they easily and effectively can be applied to industries that decide to embrace the Circular Economy as part of their operations.

Indeed, the values and ideology behind Lean Manufacturing and the Circular Economy are comparable. The Circular Economy is about minimising waste through reusing components rather than disposing of them while Lean is about making sure that time and effort is not wasted during the manufacturing processes.

These demonstrate the compatibility of Lean and the Circular Economy. And as the Circular Economy grows, which I believe it will, the use of Lean has the potential to expand proportionately.

What have we learnt from 30 years of applying Lean in the West?

By Andrew Nicholson, Managing Director of Nicholson Consultancy Ltd

Lean works best when everyone in the company – from the chief executive to the most junior member of staff – buys in to the strategy, and benefits from it.

This is easier said than done as it is human nature to resist change and to want to hang on to the status quo.

For lean to succeed the entire workforce has to be involved from the very start.

People need to feel that they are central to the introduction and implementation of lean and that it is not merely a ‘pie in the sky’ diktat from above; another management initiative imposed without any employee involvement.

Many people’s first reaction is to ask – ‘what’s in it for me’. I have learnt that this sort of question should not be dismissed as a selfish response and should not be sidestepped with a ‘for the greater good of the company’ reply.

Tackling this question head-on is the best tactic. Show people how embracing the principles of lean will make their job easier; that it will be a case of working smarter, not harder in the future.

Employees should be encouraged to contribute and it must be shown that their ideas and suggestions will be listened, taken seriously and acted upon. Think about starting with some short, sharp ideas workshops. Use “Ease and Effect” to prioritise employee ideas and make sure you get some “quick wins” to show the benefits.
Another lesson is that one size does not fit all. Every firm has elements of individuality which have evolved due to its history and how its products have been refined and developed. This is often what helps it stand out in the market-place.

Just as a doctor would not give the same pill to different patients with different symptoms, the same applies to lean manufacturing.
An off-the-shelf lean package will not do – what works for Toyota might not work for you! Solutions have to be tailored to an individual company’s operation and relevant goals need to be drawn up.

Partnering with the right outside help is essential in the early days. Managers and employees have experience and knowledge about the way their company works and lean practitioners are experts in the principles of lean. Embracing a partnership approach ensures that a company uses the right lean tools and techniques that exactly meet its individual requirements, and that skills and knowledge are transferred into the business.

And last, but not least, it has become apparent during the last three decades that lean does not just apply to industrial giants, but can be relevant to and employed by small and medium enterprises in pretty much any sector who want to improve their processes and operations.