New performance indicator brings hands-on help to UK manufacturing sector

CDQL International Ltd has developed a unique achievement programme designed to bring increased competitiveness through the delivery of total customer satisfaction. This service is initially being launched within the UK manufacturing sector as it is seen as the most obvious industrial market that will benefit from its hands-on approach.

Headed up by two directors who have a combined 50 years experience in blue chip industry roles, and using a network of consultants across the UK, CDQL is a proven procedure, which is borne out of the turnaround of several industries at the sharp end of management and operational situations.

Management and operations expert John Britton will spearhead the company backed up by partner Kevin Rumfitt, founder of the multi-disciplined training house Durham Logistics College. The companys team of consultants will work out of its London and North of England offices.

CDQLs directors have proven success in turning businesses around in their long careers. John has worked for FMCG and B2B companies Ilford Films, Revlon Cosmetics, Duracell Batteries and Nobo Presentation Products in European Marketing and Operations roles to board level. Kevin has worked in high profile logistics roles in several sectors including blue chip automotive and household product manufacturing firms in the UK.

The CDQL process has been developed by the team and proven itself within several live environments, one of which was a major paint manufacturer which saw a 28% reduction in inventory and massive reduction in out of stock days improve overall performance and competitiveness during a 14 month programme.

CDQL begins by going through its unique 86 point, five-day appraisal of the business, which is based upon the collective experiences of the CDQL Directors. They stress it is not a box-ticking exercise, but an evidence-linked appraisal of every process and function in the company.

John Britton, Operations Director of CDQL said: The CDQL appraisal starts with the understanding of the company strategy and addresses the global parameters that measure the balanced and sustainable success of a business. These are no longer the departmental solutions such as producing products at the lowest cost possible. They are about delivering products in increasingly shorter time frames that functionally meet the customers requirements and, at the price that delivers profit, are perceived as good value. But most of all it aims to assess how the business anticipates its customers needs and is responsive enough to meet them on time.

CDQL is not an inflexible audit we run a feedback forum after the appraisal stage in which all the capabilities of the business are reviewed, and all the opportunities are examined. We make no prejudgement of the right solution for each business. We inform and recommend, enabling the team to prioritise the choice of tools and skills with which the company can succeed. We support the internal team to take ownership of the objectives and facilitate the improvement plans through to completion in a programme of up to 2 years, said John.

The initial appraisal process is a stepping-stone to a CDQLs expert working hands-on with the business over a minimum of 12 months to support change and bring staff teams together to support performance and progress. For the duration of the programme CDQL provides a relationship with a single expert, supported by a second member of the team.

Commonly, during the implementation of the programme, the CDQL consultant will be on site two days a month one day to provide detailed business support on issues prioritised from the appraisal, and the other to meet with all key departmental staff to deal with team issues, gain feedback on performance and work together to meet short term goals.

It is a totally involved procedure requiring initiative and commitment from every level of employee. Every manager is asked to identify world-class performance in their field, and we give them the measurable tools and guidance to meet that standard. CDQL will empower companies and their staff to deliver results focused action. Everyone will know their company goal, their role in contributing to it and the methods of measuring success, said John.

Teamwork and results focus is the common denominator across the CDQL process, which aims to encourage everyone to buy into a new way of delivering total customer service built upon operational excellence across all departments. It creates a can-do attitude in the workforce and gives people the structure to measure their own performance and constantly evaluate their progress.

The CDQL improvement programme can take a minimum of 12 months to complete, and ends with a second detailed company appraisal.

The CDQL process is so detailed and involved in every department of the business that it gives the company and its staff the momentum to carry on the journey although the door is always open should new issues need to be addressed, said Kevin Rumfitt.

CDQL International Ltd, with offices in London and County Durham, aims to be working in other sectors than manufacturing in the next three years, and then expand into European and US industries within five years.

The CDQL Programme costs vary depending on size of business, and amount of consultancy required. Typically it ranges between 30,000 and 50,000 for a full business assessment and a 12month improvement programme with a final assessment at the end. For this investment CDQL aims to save the business more than this amount in the savings the programme can make the business. Clients so far have all received full cost recovery benefits in the first year, with second and subsequent years savings being an additional ongoing benefit of the programme. Part funding of up to 50% of the costs is available through external funding sources CDQL can introduce, depending on the type and size of business.

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