With nominations closed for the 10th Endeavour Awards, we highlight the finalists for each category, giving you an insight into innovation and excellence in the manufacturing industry.
In 2009, AW Bell undertook a thorough business review with their Enterprise Connect business advisor, Steven Lakotij. This resulted in a new strategic direction for the business: expanding into the aerospace export market.
AW Bell recognised the need for high calibre expertise and equipment to improve their investment casting process. With support from Enterprise Connect's Researchers in Business program, CSIRO's Small and Medium Enterprise Engagement Centre facilitated the placement of CSIRO's Materials expert, Dr Roger Lumley, into A.W. Bell's business to develop this process.
Three years after embarking on their new direction, the company is now transforming their research and development into a fully-fledged production system, with a $1.5 million Early Commercialisation grant from Commercialisation Australia.
Longwarry Food Park
The company has achieved a number of significant goals following the Enterprise Connect business plan implementation. It has seen a significant turnover increase, from $42 million in 2009-10 to $90 million in 2010-11. Milk supply increased from 58 ML to 155 ML, and the company has launched two new products. Since Enterprise Connect's assistance Longwarry has increased its domestic market significantly, while at the same time reduced its energy consumption by 10 per cent and water consumption by 15 per cent. It has also increased the number of employees from 20 to 52.
Tuff Tonneaus (TT) completed their original Enterprise Connect business review in early 2010. At that stage, the Managing Director of TT, Nick Arthur had recognised that Continuous Improvement was an imperative for them to compete against international competition. Arthur adopted the recommendations of this original review by appointing a General Manager, Guy Bulmer, it then developed new markets by focusing effort into the OEM sector, developed new relationship with automotive manufacturers and importers. It has also focused on continuous improvement around standardised processes and the engagement of all staff so that all employees are empowered to deliver improvements in the business.
TT has recently completed the first round of their CIP engagement with Enterprise Connect and their BusEx and ManEx scores of 413 and 545 respectively place TT in the top quartile of all firms participating the in Enterprise Connect CIP program.
Jairus Pty Ltd, trading as www.tinyme.com.au completed their original Enterprise Connect business review in late 2009. At that stage, the Director of Jairus, Nick McLennan and Mike Wilson had recognised that Continuous Improvement was an imperative for them to compete to grow the international presence McLennan and Wilson enthusiastically adopted the recommendations of this original review by appointing an Operations Director, Ben Hare; expanding into new markets, primarily the US, with a US focused website, to offset the seasonality of Australian sales; completed a skills audit and an organisational redesign to enable increased customer focus by all employees; and focused in continuous improvement around standardised processes and engagement of all staff so that all employees are empowered to deliver improvements in the business.
Jairus completed the first round of their CIP engagement with Enterprise Connect in early 2012 and are due to re-engage for the second round over the coming months.
In 2009, it undertook our first Enterprise Connect business review. The recommendations Paul Smarrelli laid out were undertaken by Integra with its internal resources and Tailored Advisory Services (TAS). These included re-locating to larger premises to ensure improved resource, time and cost efficiencies and improve office layout and privacy. Integra also carried out Activity Based Costing and improve management accounting practices, that was undertaken throughout 2011 by using TAS and provided us with an excellent platform to implement an ERP system in 2013, as well as complete a 5 year Strategic business plan.
In response to the business review conducted in 2009 Zonge undertook and completed a number of significant projects which strengthened and advanced our company. These projects included strategic planning and business, which included the integration of KPI's to management meetings, project teams identifying waste, and succession planning; safety accreditation, with AS4801 OHSAS 18001 changing the safety culture within the company and along with assisting it to work in a safer environment we have been able to create new systems to improve work flow within the business.
A business review was undertaken 2010, by Business Advisor Trevor Stuart. Recommendations were to improve Lean Manufacturing and to develop BAC's Australian Website, which ended up gong "live" late 2012; for a CIP (Continuous Improvement Program) BAC has been awarded the opportunity to further improve its processes. This Program is currently being evaluated, with commencement late 2013; and the creation of Vision Blue – which is a document that has been created to outline BAC's goal to become Carbon Neutral by the year 2020.
Through these programs Baltimore Aircoil has identified KPIs which assist it to understand where it can make efficiency gains with the resources that the company has, whether it is raw materials, waste products, or utilities such as electricity.
Through working with Facilitator Katherine Foster, it has managed to source a company who is able to recycle an estimated 10 ton of PVC material.
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