JULY 2021
SUMMER
InSite
Change for everyone If you are looking to improve the way a factory runs, not just once, but continually, then you need everyone to be involved, because you always need new ideas.
Artur Hilmi: Improvement in practice
You need people focused on how each job is done and thinking that there may be a better, faster, safer way to do it.
Artur Hilmi became Site Manager at Pollington earlier this year after joining H+H as a Shift Manager in 2018.
Those people probably won’t have “identifying risk” or “implementing improvement” in their job title. Instead, change comes from someone who thinks about their job, is prepared to make a positive suggestion, and is listened to.
Artur and his team have implemented new processes to improve the reliability of machinery, provide more opportunities for career progression and improve communication across the site. The management team now start the day with a site walk-around. They visit each workstation which gives operators the opportunity to discuss any issues. It also means managers are more aware of what is happening on the factory floor.
What I am trying to do is to make sure that H+H gives everyone the opportunity to do just that, encouraging people to use their talents and contribute. I firmly believe that the way to build a dynamic, resilient and forward-thinking business is to allow individuals to realise their potential. This is a double win: the factories operate better and the people get the opportunity to progress.
New processes have also been put in place to help those keen to progress their careers. Employees are given the chance to develop new skills and take on more responsibility where possible. Under Artur’s direction, the new steps implemented at Pollington are supporting reliable production and consistent results.
A programme of Reliability Centred Maintenance has begun to reduce unplanned downtime. Using failure modes and effects analysis (FMEA), all the possible ways a machine could fail are identified, and then measures put in place to prevent those failures.
Changing, from the ground up In this edition of InSite, we want to talk about change. It’s all too easy, particularly when you are a market leader, to believe that continued success is guaranteed by simply repeating what has been working so far.
As a result, operator care points were created on the packing line in P1. Checks are now carried out and recorded on each shift improving the reliability of the machinery and reducing the risk of breakdown.
But I absolutely challenge that way of thinking. No organisation is perfect, and improvements involve change. Anything that does not change will eventually become obsolete. Continued success requires us to embrace change and the possibility of continuous improvement.
Future thinking We have some spectacular examples of people who are grabbing their opportunities: improving their own experience and qualification by being open to a culture of change. Ultimately there will be two ways to measure the success of a Continuous Improvement programme. One is in the success of business goals and the second is in the degree to which your workforce make the most of their opportunities.
On the first measure we are looking at ambitious growth plans. Can we increase production from existing lines by 10%; can we reduce our operating costs and therefore increase our margins and our profitability? On the second we are equally ambitious. Can we embed a real career path for those with the desire and potential to take it? Can we foster an environment of teamwork and shared ambition? 2
3989_H+H_Insite JUN21_V01_14.06.21.indd 1-3
So far my experience at H+H has been hugely positive. I can honestly say that I have never encountered a group of people so receptive and ready to drive the business forward. Yes we have ambitious targets, but there really is no point in being half-hearted and we are making excellent progress. Phil Ball Operations Director
Neither is world-changing on its own, but every incremental improvement contributes to the overall success of our operation. And incremental improvements tend to be suggested not by executive managers, but by the experts: the people who do the job every day and are in the best position to suggest how it might be done better.
There is a balance needed, of course, and changing something just for the sake of it is a waste of energy. A mindset of positive change simply recognises that: “because we’ve always done it that way” is never a good enough answer on its own.
H+H UK Ltd Celcon House Ightham Sevenoaks Kent, TN15 9HZ
This InSite is therefore about how we are introducing a culture of positive change by getting everyone involved. Keep reading, this really is relevant to you.
When I am asked what positive change looks like, I will point to issues such as the re-organisation of our Pollington yard to improve safety; or the changes to the programming of the mixer unit in Borough Green that reduced downtime.
hhcelcon.co.uk +44 (0) 1732 886444
6
Calum Forsyth, Managing Director
1 17/06/2021 11:33
JULY 2021
SUMMER
InSite
Change for everyone If you are looking to improve the way a factory runs, not just once, but continually, then you need everyone to be involved, because you always need new ideas.
Artur Hilmi: Improvement in practice
You need people focused on how each job is done and thinking that there may be a better, faster, safer way to do it.
Artur Hilmi became Site Manager at Pollington earlier this year after joining H+H as a Shift Manager in 2018.
Those people probably won’t have “identifying risk” or “implementing improvement” in their job title. Instead, change comes from someone who thinks about their job, is prepared to make a positive suggestion, and is listened to.
Artur and his team have implemented new processes to improve the reliability of machinery, provide more opportunities for career progression and improve communication across the site. The management team now start the day with a site walk-around. They visit each workstation which gives operators the opportunity to discuss any issues. It also means managers are more aware of what is happening on the factory floor.
What I am trying to do is to make sure that H+H gives everyone the opportunity to do just that, encouraging people to use their talents and contribute. I firmly believe that the way to build a dynamic, resilient and forward-thinking business is to allow individuals to realise their potential. This is a double win: the factories operate better and the people get the opportunity to progress.
New processes have also been put in place to help those keen to progress their careers. Employees are given the chance to develop new skills and take on more responsibility where possible. Under Artur’s direction, the new steps implemented at Pollington are supporting reliable production and consistent results.
A programme of Reliability Centred Maintenance has begun to reduce unplanned downtime. Using failure modes and effects analysis (FMEA), all the possible ways a machine could fail are identified, and then measures put in place to prevent those failures.
Changing, from the ground up In this edition of InSite, we want to talk about change. It’s all too easy, particularly when you are a market leader, to believe that continued success is guaranteed by simply repeating what has been working so far.
As a result, operator care points were created on the packing line in P1. Checks are now carried out and recorded on each shift improving the reliability of the machinery and reducing the risk of breakdown.
But I absolutely challenge that way of thinking. No organisation is perfect, and improvements involve change. Anything that does not change will eventually become obsolete. Continued success requires us to embrace change and the possibility of continuous improvement.
Future thinking We have some spectacular examples of people who are grabbing their opportunities: improving their own experience and qualification by being open to a culture of change. Ultimately there will be two ways to measure the success of a Continuous Improvement programme. One is in the success of business goals and the second is in the degree to which your workforce make the most of their opportunities.
On the first measure we are looking at ambitious growth plans. Can we increase production from existing lines by 10%; can we reduce our operating costs and therefore increase our margins and our profitability? On the second we are equally ambitious. Can we embed a real career path for those with the desire and potential to take it? Can we foster an environment of teamwork and shared ambition? 2
3989_H+H_Insite JUN21_V01_14.06.21.indd 1-3
So far my experience at H+H has been hugely positive. I can honestly say that I have never encountered a group of people so receptive and ready to drive the business forward. Yes we have ambitious targets, but there really is no point in being half-hearted and we are making excellent progress. Phil Ball Operations Director
Neither is world-changing on its own, but every incremental improvement contributes to the overall success of our operation. And incremental improvements tend to be suggested not by executive managers, but by the experts: the people who do the job every day and are in the best position to suggest how it might be done better.
There is a balance needed, of course, and changing something just for the sake of it is a waste of energy. A mindset of positive change simply recognises that: “because we’ve always done it that way” is never a good enough answer on its own.
H+H UK Ltd Celcon House Ightham Sevenoaks Kent, TN15 9HZ
This InSite is therefore about how we are introducing a culture of positive change by getting everyone involved. Keep reading, this really is relevant to you.
When I am asked what positive change looks like, I will point to issues such as the re-organisation of our Pollington yard to improve safety; or the changes to the programming of the mixer unit in Borough Green that reduced downtime.
hhcelcon.co.uk +44 (0) 1732 886444
6
Calum Forsyth, Managing Director
1 17/06/2021 11:33
Bill McDade: Predicting failure
Nick Beadle: Apprentice to Engineering Manager
Reacting well when things go wrong is effective – up to a point. Much better is to anticipate things that could go wrong and put the right steps in place to make sure they don’t. The process is therefore being rolled out: Pollington is working on five FMEAs and Borough Green the same number, with staff from the engineering teams at both plants being trained to run these projects. Bill now divides his time between Borough Green and Pollington, ensuring the various teams are on track with their projects while providing support and training at the same time.
Any manufacturer is dependent on its machinery and we needed to improve our approach to machinery maintenance. Bill McDade, who works for VA Consulting, is on secondment with H+H to do just this. Bill has introduced the concept of Failure Mode Effect Analysis (FMEA). This process examines a piece of machinery in huge detail, working out what could possibly cause it to go wrong and putting in place pre-emptive actions to prevent those things happening.
Nick Beadle joined H+H as an apprentice electrician at the age of 19 and has risen through several roles during his time with H+H, initially being offered a role as Electrical Shift Engineer at the end of his apprenticeship. Following on from this, he moved up to the position of Electrical Systems Engineer. After the Engineering Manager left in 2020, Nick’s name was put forward as someone who wanted to develop into management.
Given the complicated machinery in our factories, there will be hundreds of things that could go wrong, so the team has to start by working out which are the biggest risks and tackle those first. This process replaces our previous “planned maintenance” approach which was based on guidance issued by machine manufacturers. Our own risk analysis will not only be more detailed but will also be unique to the machine’s use in our own factory. FMEA was first used on the packing line in P1 where it has dramatically improved the reliability of the line.
Vince Finnegan: Summer job to Shift Manager
At every stage, all levels of the H+H hierarchy have helped coach and nurture Nick’s talent to ensure he both feels supported by the company and confident in his own abilities.
Vince Finnegan became Shift Manager in January 2021 after having spent his professional life working on the H+H production floor at Borough Green.
Nick has particularly enjoyed being part of the leadership development training with other managers, seeing it as a great opportunity to discuss his own strengths, weaknesses and how to improve.
Vince originally joined H+H for a summer job after having finished his GCSEs, and his Dad was Shift Manager at the time so was able to show him the ropes. Initially Vince worked in the lab, conducting quality control tests on our aircrete blocks. Having enjoyed his summer job, he was eager to take on a full-time role when the opportunity arose. After his stint in the lab, Vince moved up to Production Technician and undertook the 3 3989_H+H_Insite JUN21_V01_14.06.21.indd 4-6
duties that come with that role, for around a decade. One of these duties was covering the role of Shift Manager when they weren’t present. This helped prepare Vince for his step up, to Shift Manager himself. Vince has worked closely with the previous Shift Manager, who helped train and guide him. He has also attended courses with other management to gain exposure to the sort of work and types of decisions they make. One area that Vince has been keen to work on is reinforcing a team ethos, ensuring that all employees feel part of a team, recognising that it takes several 4
integral parts to make a whole. To help develop this ethos, Vince has committed himself to regularly communicating with his team, starting off every shift by having a chat with them and taking in their ideas and feedback. Since enacting these changes, Vince’s team has seen an impressive increase in production output. Vince has loved the learning curve, as work on the production floor and in the office has its differences, but isn’t too far removed. His Dad followed a similar path, which has given him a point of contact with someone with similar experiences.
Since becoming Engineering Manager, Nick has done some amazing work to ensure all of the operators and engineers are given regular, in-depth feedback to make sure they feel supported and help them develop their own skills. Nick hopes to progress further with the Change Management process, and feels confident that, as a company, H+H will spot the opportunities for personal progression and also provide the appropriate training. 5 17/06/2021 11:33
Bill McDade: Predicting failure
Nick Beadle: Apprentice to Engineering Manager
Reacting well when things go wrong is effective – up to a point. Much better is to anticipate things that could go wrong and put the right steps in place to make sure they don’t. The process is therefore being rolled out: Pollington is working on five FMEAs and Borough Green the same number, with staff from the engineering teams at both plants being trained to run these projects. Bill now divides his time between Borough Green and Pollington, ensuring the various teams are on track with their projects while providing support and training at the same time.
Any manufacturer is dependent on its machinery and we needed to improve our approach to machinery maintenance. Bill McDade, who works for VA Consulting, is on secondment with H+H to do just this. Bill has introduced the concept of Failure Mode Effect Analysis (FMEA). This process examines a piece of machinery in huge detail, working out what could possibly cause it to go wrong and putting in place pre-emptive actions to prevent those things happening.
Nick Beadle joined H+H as an apprentice electrician at the age of 19 and has risen through several roles during his time with H+H, initially being offered a role as Electrical Shift Engineer at the end of his apprenticeship. Following on from this, he moved up to the position of Electrical Systems Engineer. After the Engineering Manager left in 2020, Nick’s name was put forward as someone who wanted to develop into management.
Given the complicated machinery in our factories, there will be hundreds of things that could go wrong, so the team has to start by working out which are the biggest risks and tackle those first. This process replaces our previous “planned maintenance” approach which was based on guidance issued by machine manufacturers. Our own risk analysis will not only be more detailed but will also be unique to the machine’s use in our own factory. FMEA was first used on the packing line in P1 where it has dramatically improved the reliability of the line.
Vince Finnegan: Summer job to Shift Manager
At every stage, all levels of the H+H hierarchy have helped coach and nurture Nick’s talent to ensure he both feels supported by the company and confident in his own abilities.
Vince Finnegan became Shift Manager in January 2021 after having spent his professional life working on the H+H production floor at Borough Green.
Nick has particularly enjoyed being part of the leadership development training with other managers, seeing it as a great opportunity to discuss his own strengths, weaknesses and how to improve.
Vince originally joined H+H for a summer job after having finished his GCSEs, and his Dad was Shift Manager at the time so was able to show him the ropes. Initially Vince worked in the lab, conducting quality control tests on our aircrete blocks. Having enjoyed his summer job, he was eager to take on a full-time role when the opportunity arose. After his stint in the lab, Vince moved up to Production Technician and undertook the 3 3989_H+H_Insite JUN21_V01_14.06.21.indd 4-6
duties that come with that role, for around a decade. One of these duties was covering the role of Shift Manager when they weren’t present. This helped prepare Vince for his step up, to Shift Manager himself. Vince has worked closely with the previous Shift Manager, who helped train and guide him. He has also attended courses with other management to gain exposure to the sort of work and types of decisions they make. One area that Vince has been keen to work on is reinforcing a team ethos, ensuring that all employees feel part of a team, recognising that it takes several 4
integral parts to make a whole. To help develop this ethos, Vince has committed himself to regularly communicating with his team, starting off every shift by having a chat with them and taking in their ideas and feedback. Since enacting these changes, Vince’s team has seen an impressive increase in production output. Vince has loved the learning curve, as work on the production floor and in the office has its differences, but isn’t too far removed. His Dad followed a similar path, which has given him a point of contact with someone with similar experiences.
Since becoming Engineering Manager, Nick has done some amazing work to ensure all of the operators and engineers are given regular, in-depth feedback to make sure they feel supported and help them develop their own skills. Nick hopes to progress further with the Change Management process, and feels confident that, as a company, H+H will spot the opportunities for personal progression and also provide the appropriate training. 5 17/06/2021 11:33
Bill McDade: Predicting failure
Nick Beadle: Apprentice to Engineering Manager
Reacting well when things go wrong is effective – up to a point. Much better is to anticipate things that could go wrong and put the right steps in place to make sure they don’t. The process is therefore being rolled out: Pollington is working on five FMEAs and Borough Green the same number, with staff from the engineering teams at both plants being trained to run these projects. Bill now divides his time between Borough Green and Pollington, ensuring the various teams are on track with their projects while providing support and training at the same time.
Any manufacturer is dependent on its machinery and we needed to improve our approach to machinery maintenance. Bill McDade, who works for VA Consulting, is on secondment with H+H to do just this. Bill has introduced the concept of Failure Mode Effect Analysis (FMEA). This process examines a piece of machinery in huge detail, working out what could possibly cause it to go wrong and putting in place pre-emptive actions to prevent those things happening.
Nick Beadle joined H+H as an apprentice electrician at the age of 19 and has risen through several roles during his time with H+H, initially being offered a role as Electrical Shift Engineer at the end of his apprenticeship. Following on from this, he moved up to the position of Electrical Systems Engineer. After the Engineering Manager left in 2020, Nick’s name was put forward as someone who wanted to develop into management.
Given the complicated machinery in our factories, there will be hundreds of things that could go wrong, so the team has to start by working out which are the biggest risks and tackle those first. This process replaces our previous “planned maintenance” approach which was based on guidance issued by machine manufacturers. Our own risk analysis will not only be more detailed but will also be unique to the machine’s use in our own factory. FMEA was first used on the packing line in P1 where it has dramatically improved the reliability of the line.
Vince Finnegan: Summer job to Shift Manager
At every stage, all levels of the H+H hierarchy have helped coach and nurture Nick’s talent to ensure he both feels supported by the company and confident in his own abilities.
Vince Finnegan became Shift Manager in January 2021 after having spent his professional life working on the H+H production floor at Borough Green.
Nick has particularly enjoyed being part of the leadership development training with other managers, seeing it as a great opportunity to discuss his own strengths, weaknesses and how to improve.
Vince originally joined H+H for a summer job after having finished his GCSEs, and his Dad was Shift Manager at the time so was able to show him the ropes. Initially Vince worked in the lab, conducting quality control tests on our aircrete blocks. Having enjoyed his summer job, he was eager to take on a full-time role when the opportunity arose. After his stint in the lab, Vince moved up to Production Technician and undertook the 3 3989_H+H_Insite JUN21_V01_14.06.21.indd 4-6
duties that come with that role, for around a decade. One of these duties was covering the role of Shift Manager when they weren’t present. This helped prepare Vince for his step up, to Shift Manager himself. Vince has worked closely with the previous Shift Manager, who helped train and guide him. He has also attended courses with other management to gain exposure to the sort of work and types of decisions they make. One area that Vince has been keen to work on is reinforcing a team ethos, ensuring that all employees feel part of a team, recognising that it takes several 4
integral parts to make a whole. To help develop this ethos, Vince has committed himself to regularly communicating with his team, starting off every shift by having a chat with them and taking in their ideas and feedback. Since enacting these changes, Vince’s team has seen an impressive increase in production output. Vince has loved the learning curve, as work on the production floor and in the office has its differences, but isn’t too far removed. His Dad followed a similar path, which has given him a point of contact with someone with similar experiences.
Since becoming Engineering Manager, Nick has done some amazing work to ensure all of the operators and engineers are given regular, in-depth feedback to make sure they feel supported and help them develop their own skills. Nick hopes to progress further with the Change Management process, and feels confident that, as a company, H+H will spot the opportunities for personal progression and also provide the appropriate training. 5 17/06/2021 11:33
JULY 2021
SUMMER
InSite
Change for everyone If you are looking to improve the way a factory runs, not just once, but continually, then you need everyone to be involved, because you always need new ideas.
Artur Hilmi: Improvement in practice
You need people focused on how each job is done and thinking that there may be a better, faster, safer way to do it.
Artur Hilmi became Site Manager at Pollington earlier this year after joining H+H as a Shift Manager in 2018.
Those people probably won’t have “identifying risk” or “implementing improvement” in their job title. Instead, change comes from someone who thinks about their job, is prepared to make a positive suggestion, and is listened to.
Artur and his team have implemented new processes to improve the reliability of machinery, provide more opportunities for career progression and improve communication across the site. The management team now start the day with a site walk-around. They visit each workstation which gives operators the opportunity to discuss any issues. It also means managers are more aware of what is happening on the factory floor.
What I am trying to do is to make sure that H+H gives everyone the opportunity to do just that, encouraging people to use their talents and contribute. I firmly believe that the way to build a dynamic, resilient and forward-thinking business is to allow individuals to realise their potential. This is a double win: the factories operate better and the people get the opportunity to progress.
New processes have also been put in place to help those keen to progress their careers. Employees are given the chance to develop new skills and take on more responsibility where possible. Under Artur’s direction, the new steps implemented at Pollington are supporting reliable production and consistent results.
A programme of Reliability Centred Maintenance has begun to reduce unplanned downtime. Using failure modes and effects analysis (FMEA), all the possible ways a machine could fail are identified, and then measures put in place to prevent those failures.
Changing, from the ground up In this edition of InSite, we want to talk about change. It’s all too easy, particularly when you are a market leader, to believe that continued success is guaranteed by simply repeating what has been working so far.
As a result, operator care points were created on the packing line in P1. Checks are now carried out and recorded on each shift improving the reliability of the machinery and reducing the risk of breakdown.
But I absolutely challenge that way of thinking. No organisation is perfect, and improvements involve change. Anything that does not change will eventually become obsolete. Continued success requires us to embrace change and the possibility of continuous improvement.
Future thinking We have some spectacular examples of people who are grabbing their opportunities: improving their own experience and qualification by being open to a culture of change. Ultimately there will be two ways to measure the success of a Continuous Improvement programme. One is in the success of business goals and the second is in the degree to which your workforce make the most of their opportunities.
On the first measure we are looking at ambitious growth plans. Can we increase production from existing lines by 10%; can we reduce our operating costs and therefore increase our margins and our profitability? On the second we are equally ambitious. Can we embed a real career path for those with the desire and potential to take it? Can we foster an environment of teamwork and shared ambition? 2
3989_H+H_Insite JUN21_V01_14.06.21.indd 1-3
So far my experience at H+H has been hugely positive. I can honestly say that I have never encountered a group of people so receptive and ready to drive the business forward. Yes we have ambitious targets, but there really is no point in being half-hearted and we are making excellent progress. Phil Ball Operations Director
Neither is world-changing on its own, but every incremental improvement contributes to the overall success of our operation. And incremental improvements tend to be suggested not by executive managers, but by the experts: the people who do the job every day and are in the best position to suggest how it might be done better.
There is a balance needed, of course, and changing something just for the sake of it is a waste of energy. A mindset of positive change simply recognises that: “because we’ve always done it that way” is never a good enough answer on its own.
H+H UK Ltd Celcon House Ightham Sevenoaks Kent, TN15 9HZ
This InSite is therefore about how we are introducing a culture of positive change by getting everyone involved. Keep reading, this really is relevant to you.
When I am asked what positive change looks like, I will point to issues such as the re-organisation of our Pollington yard to improve safety; or the changes to the programming of the mixer unit in Borough Green that reduced downtime.
hhcelcon.co.uk +44 (0) 1732 886444
6
Calum Forsyth, Managing Director
1 17/06/2021 11:33