Case Study - Finnforest

1. Customer Finnforest produces premium quality wood products and Industrial & Building solutions these include: Decking, Exterior Cladding, Decorative Timbers, Interior Cladding, Garages & Car Ports, Woodshavings, Decretive Flooring & Log Cabins & Saunas.

2. Challenge Finnforest wanted to utilise the existing resource within the company and continue to enhance their lean culture, enhance customer value, remove waste and stabilise processes in all factories in the UK.

3. Journey By using Finnforest employees to solve business improvement problems, and come forward with project ideas, which also could be trialed and transferred to all its facilities in the UK. This would enhance their business improvement culture. The whole management team were fully behind employees to implement new ideas and improve efficiency and processes.

4. Discovery Finnforest partner with Nurture 4 Growth to provide a national lean approach across every site in the UK. The programme has been supported with funding for the National Vocational Qualification (NVQ) in Business Improvement.

5. Solution Using the plan, do, check, act methodology, the teams undertook root cause analysis on all of their projects. It also encouraged team work and improved communication within the departments.

6. Implementation The teams of operators, team leaders, office based staff, maintenance, quality and managers were established and sponsored by the production and site management team. Some of the projects included: Introduction of Standard Work, Pusher Modifications, Label placer Modifications, MDF efficiencies, Wickes area Visual Management, Grotto, Pineapple Rollers & Labeling. In total 150 employees were sponsored on the programme.
The improvement programme included:
? 5S Audits
? Process mapping and Waste Removal
? Housekeeping and Health and Safety
? Problem solving and Continuous Improvement
? Standard Work
? VA / NVA / Waste
? Visual Management

7. Results The application of business improvement tools resulted in a total annual saving of ?2,500,000, for all projects covering warehousing, make to order, line optimization, housekeeping, set up reduction and planning and ordering raw materials, lorry load utilisation. Soft benefits included the reducing waste, a better employee understanding of the processes, Safety benefits; Improved Quality, Storage Savings and Increased Output and Improved communication. Each of the team members achieved their NVQ in Business Improvement Techniques 2 and 3.

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