About Andrew Nicholson

Manufacturing Consultant and Trainer - Lean, Continuous Improvement and Supply Chain

New Team Leader? Want to be liked? Get yourself a dog!

One of the hardest career steps that many of us take is the very first – becoming a Team Leader or First Line Manager. 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 – “Nasty” or “Nice”:

NICE: 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.

NASTY: 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 –

  1. Challenge – how much do we expect from team members?
  2. 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 🙂

Andrew Nicholson is Managing Director of ImproveMyFactory.com, and regularly coaches Team Leaders and Lean Leaders to achieve more than they thought possible.

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

PLEASE NOTE THAT THIS VACANCY HAS NOW BEEN FILLED 25 April 2016

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 Recruitment@ManufacturingTimes.co.uk with your name in the Subject field. All applications are treated in the strictest confidence.

NO AGENCIES PLEASE.

New Team Leader? Get yourself a dog!

Image

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.

Business Growth Service (England)

On Friday 5 December, the UK Government announced the launch of the Business Growth Service which integrates the existing GrowthAccelerator and Manufacturing Advisory Service (MAS) programmes, along with the Intellectual Property Office Intellectual Property (IP) Audits and the Design Council Design Mentoring.

The Business Growth Service will make it easier for businesses with the potential, capability and capacity to improve and grow to access expert advice and support. Depending on the support they need, businesses will also be introduced by the Business Growth Service to experts from other Government services including UK Trade & Investment, UK Enterprise Fund, Innovate UK and local growth hubs.

Further details will be announced in the next few days but the following are important changes to names, brands and websites:

1. Introduction of new name and brand: Today the Government will make a formal announcement about our new brand name and look. As we move towards the full transition in April next year, this new brand will be used alongside our old brands in our marketing collateral. Next week you will receive further guidance about available marketing collateral.

2. New website address: As of today both the MAS and GrowthAccelerator websites have closed. The new website homepage is www.greatbusiness.gov.uk/businessgrowthservice and individual services have been relocated to www.greatbusiness.gov.uk/ga and www.greatbusiness.gov.uk/mas

Factory fortnight? I think we need it!

The annual closure of factories across Britain always arouses some interesting debate.

Do we all need the break, is it good for strategy planning… or is it an anachronism past its sell-by date?

Bearing in mind the latest manufacturing figures, maybe the timing this year has been a good thing.

A burst of energy in the three months leading up to July dragged us back into a positive figure – but well below what we needed and the headlines were all about bad news and how the smiling service sector was overshadowing gloomy manufacturing.

So maybe we should call a time-out. Take a deep breath, refocus, re-energise and crank up the country’s production lines to grab back the headlines and reclaim our place at the controls of the manufacturing powerhouse.

It’s a marathon, not a sprint, but this isn’t the Commonwealth Games. We’re not working hard month after month for one medal ceremony.

Our companies have their final dash for the line every day. They reach their performance peak and then have to do it again the next day. And again. And again.

It’s been a frenetic time – an exhausting and demanding responsibility for tens of thousands of workers.

So my advice would be: take that time out, use it wisely and then be prepared to rewrite the headlines when you’re back on the factory floor.

Manufacturing growth continues to drive economy

Figures released by the Office for National Statistics have given the UK manufacturing industry cause for optimism.

It has been revealed that factories far exceeded growth expectations for the month of February as the recovery continued to gather pace.

Manufacturing output expanded by 1 percent, its third consecutive monthly rise and its largest increase since last September.

Overall industrial production rose 0.9 percent and saw almost every sub-sector grow.

The strong performance provided hope for those who have been concerned that a recovery led by household spending would be unsustainable.

George Buckley, UK economist at Deutsche Bank, said: “Were industrial production to remain flat in March, then output would be around 1 percent higher in the first quarter than the previous quarter. This in turn, would be the best quarterly performance of the sector since spring 2010.”

Samuel Tombs, of Capital Economics, added that the figures “provide reassurance that the economic recovery has remained strong and broad-based.”

Andrew Nicholson, Managing Director of business improvement consultants Nicholson Consultancy, commented: “We’re seeing a definite upturn with most of our manufacturing clients – in fact, we’re currently helping three UK manufacturers to cope with unprecedented levels of customer demand.

“Successful manufacturers are adopting the principles of Value-Driven Manufacturing – they’re using Lean principles not just to drive down costs but to get closer to their customers and to add more and more value to their overall offering. And in some sectors customers are actively seeking to bring back to the UK products that were previously outsourced to low-wage economies.

“From the point of view of the UK economy we still need to drive up levels of investment and exports but so far the signs are very encouraging”.

How to maintain a competitive edge as energy costs soar

By Andrew Diplock, Managing Director, UES Energy

In a poll of 300 of the UK’s biggest energy users, half thought a government commitment to keep energy costs at or below the EU average would be the biggest incentive for companies to increase manufacturing output.

Terry Scuoler, Chief Executive of the manufacturers’ organisation EEF, which commissioned the survey, said: “Rising energy costs represent a major threat to growth and could damage efforts to support and sustain long term recovery.”

Energy prices have risen dramatically in recent years and look set to do so for years to come. In addition to this, the UK has gone years without a robust energy policy and now businesses are literally paying the price as the government belatedly develops our energy infrastructure to cope with the demands of the 21st century.

Ahead of the Treasury’s 2015 Budget on March 19th, EEF is calling for a freeze and then a cut of the carbon price floor – a British tax on fossil fuels generating electricity.

But don’t hold your breath. Instead, there are steps UK businesses can take to minimise energy costs and remain competitive while the government puts together a framework for our long-term energy needs.

In short, businesses need their own energy strategy that simplifies energy management, allows optimisation of costs and a flexible and responsive approach to markets. There are four cornerstones to this:

  • Energy market dynamics
  • Energy supplier assessment
  • Site portfolio organisation
  • Energy contract management

Energy market dynamics

Energy markets are highly volatile because they are influenced by so many global and local factors, from unrest in oil producing countries to the Great British weather. This provides businesses with the opportunity to buy when prices are low but they must constantly monitor market trends.

Energy supplier assessment

There are numerous energy suppliers, each with a myriad of different contracts. Most of these are very complex and many are littered with pitfalls for those in unfamiliar territory. To get the best deal you must be fully aware of the contracts available and understand them.

Site portfolio organisation

Many businesses with multiple sites have numerous energy contracts which, if simplified, would not only save considerable management time but also provide valuable leverage when negotiating with energy suppliers.

Energy contract management

Understanding what needs to be done through the life of an energy contract and acting upon it is vital but sadly, it is perhaps the most frequently overlooked aspect of energy management.

Some larger businesses now employ specialist energy managers to run this increasingly complex area of their business. A better option for some may be to work with a team of energy purchasing specialists with skills and experience in the manufacturing sector, but if you choose this option here are three things you must do:

Do make sure any energy consultants you consider are truly independent; do avoid long-term contracts that tie you in to a consultancy and do make sure of their reputation.

And there’s also one final ‘Don’t’. Don’t do nothing.

For further independent energy advice for your business, contact UES Energy at info@uesenergy.co.uk or visit www.uesenergy.co.uk.

Industry comes back to Britain

According to an article in The Times this morning, a Government initiative to bring advanced manufacturing work back to Britain will create or safeguard nearly 4,000 jobs.

The Business Secretary, Vince Cable will announce tomorrow that spending from less than a quarter of the ÂŁ245 million Advanced Manufacturing Supply Chain Initiative will create nearly 1,400 jobs and maintain a further 2,500.

The figures come as the engineering and manufacturing bosses’ trade body releases research that indicates more companies are bringing back production to the UK.

According to Lee Hopley, Chief Economist at EEF, manufacturers are bringing back work to the UK because the speedy delivery of products to high customer specification is outranking output sourced from lower-cost economies.

Ms Hopley said “It is for some a question of flexibility and responsiveness against having a supply chain thousands of miles away.

On another positive note, it was great to read that UK manufacturing grew faster than expected in February, with employment in the sector expanding at its fastest rate since May 2011.

Rob Dobson, senior economist at Markit, said the sharp rise in job creation should also support the broader economic recovery.

“We should expect another quarter of robust economic growth in the opening quarter of the year,” he added.

Automotive sector drives manufacturing growth

Following on from a previous post highlighting the slower than expected growth in the manufacturing industry, it was great to read today that output growth has accelerated.

A report from The CBI Industrial Trends Survey has revealed that manufacturing order books remain positive and growth has gained momentum over the last month.

The automotive sector was singled out as the largest contributor to the improved outlook and has resulted in growth at one of the fastest rates since 1975, with predictions looking their best since September.

Anna Leach, CBI head of economic analysis, said: “The manufacturing sector shows continued signs of improvement, with demand high and steady and output growing strongly.

“Growth is increasingly broad-based and firms’ growth expectations are the highest for several months. As the UK and global economies continue to strengthen, we expect conditions to improve.”