Q What was the best bit about the 2012 Best Factory Awards?
Having been involved for the last seven years, the last three as headline sponsors, the best part about the BFA is the continued growth of the competition, and the desire from businesses to participate and win the ultimate accolade in business recognition. The biggest differentiator in this programme is the entrance criteria and the comprehensive judging programme. This isn't a paper exercise; this is a detailed and thorough evaluation programme with one of the world's leading universities. Cranfield School of Managemet visit businesses and talk at all levels to establish the process and the detail that distinguish business excellence from the average performers.
Anyone who is serious about improving their business should consider entering the competition; the analysis and feedback, as well as the ability to benchmark against competitors, is well worth the effort.
Q How would Britain's best factories fare in a worldwide Top Factory competition?
We often think of other countries as the leaders in factories for efficiency and productivity, and we often underestimate our success. Being fortunate in my career to experience and see many factories throughout the world, I believe we would fare extremely well in any top factory competition. In fact, from personal experience, during the last two years I have witnessed that there are clear examples where the UK has set the pace; and there are global brands that now use the UK as a benchmark for their business models. I believe we have, over many years, underestimated and undermined the importance of manufacturing and we have not portrayed it as a critical part of the GDP.
I think there is more awareness since the downturn, and at last banks and government are recognising the need for more manufacturing and factories to support economic recovery. We also need to continue to raise the profile in education and academies that manufacturing is a career we should encourage and promote to attract young people. In the world where there are more global players and more business consolidation, we have to show the world we are more efficient and productive, and a place to do business.
Q What's the key challenge for UK manufacturers in the next 12 months?
The climate remains challenging, and quality and cost control will continue to drive efficiency manufacturing in the UK. Those businesses that use lean tools and models to drive out costs will continue to be successful. Those that focus on culture and people to achieve their goals will differentiate themselves in the lean journey. Those who do not, will not move forward. Business improvement in this climate is not an option and there is not a business in the UK that cannot afford to improve.
In the recent years, lean, eliminating waste and continuous improvement have become common language in many UK businesses. At every presentation in manufacturing, conferences – and particularly the BFA – always talk about an element of lean. 5s and continuous improvement are a way of life, and people are more aware of adding value and eliminating waste: the backbone of the Toyota Production System (TPS). These are great tools, but the difference between successful implementation and failure is always about people. I get asked continually why things fail on the journey of lean and it's always the same answer – it's all about people, product and process.
Q What should manufacturers know about Toyota Industries?
Toyota has endured natural disasters and testing world economies in recent years, and remained as the world's number one when it comes to materials handling and bouncing back as the world's largest car manufacturer. The driving force is the DNA of our business, which is based on clear goals driven by our five values of teamwork, challenge, respect, kaizen and genchi genbutsu. This creates an extremely flexible and reactive business, irrespective of the challenge.
Our people make the difference – and we believe passionately that they really do make the difference. If we can get our team to truly believe that our values are our drivers, then it makes a difference. Teamwork, respect and challenge drive continuous improvement. If our team have respect and challenge what we do, then it creates teamwork – and the power of a team is massively better than that of any individual, although this culture allows individuals to explore possibilities and contribute to the team objectives.
Q What's your favourite UK-manufactured product and why?
During the last three years of the Best Factory Awards, I have seen a huge spectrum of businesses producing a myriad of world-class products, with technical innovation and determination to be best at what they do. Manufacturing and factories are strong in the UK, and we should be proud of the depth and breadth in everything we make or produce.
My favourite? Well, I am biased! We have a strong manufacturing base in the UK, with car manufacturing and a great many other Toyota-owned companies or partners and they all use the most famous lean tool in the world: the Toyota Production System (TPS). Also, I have visited many other businesses and factories, and, it doesn't matter where you go, you never fail to see innovation that adds to the memory banks. I won't single out any business as a favourite, but what I can tell you is all those that I have experienced in the BFA programme are world beaters, and that products and innovation are in safe hands. But you won't catch me out on that one about who is best in the UK, as it would probably create two million emails, telling me why I'm wrong!
What I will say is that we have weathered the economic storm better than most. We have manufacturing and factories that have become recognised by concentrating on the quality and efficiency of the products they produce, applying lean technology and focusing on their people. I have massive appreciation of the achievements in automotive, food production and advanced technology; we are world class and recognised as world leaders.
Q What do you wish was made in GB?
I don't really wish any one particular thing was made in GB. What I want is a country where our government really understands manufacturing and factories, and their importance in the economy, and that endorses the fact that there are great career opportunities for our school leavers and products; one that recognises how factories and our efficiency can attract overseas investment, if only we took the trouble to promote just how good our best factories really are! Also, we may be facing a looming crisis of an ageing demographic, without the top-up of a skills programme that encourages young people into industry and manufacturing. We have to get down to grassroot level at schools and universities to promote manufacturing as a real career opportunity.
