The Global Leader in the development and manufacture of environmental simulation chambers delivering to all sectors including, Agriculture, Automotive, Aerospace and Medical Research as well the leading research universities.
The UK Subsidiary had consistently made losses for the last five years. The Manufacturing Plant and Service Division in South Wales had consistently underperformed during this period, a decision was taken to close the plant and relocate the Service Division to the company’s headquarters in the East Midlands. There was resistance to change so an Interim Service Delivery Manager was appointed to manage the relocation and restructuring of the function. During this period, it became apparent that a number of the original team had been providing intellectual and commercially sensitive information to strategic competitors over a number of years.
To completely re-organise the internal service function, retaining only two original members of the service team and identifying critical technical support from the organisations European Headquarters. Development of a war-room approach encouraging open, honest dialogue about what was wrong leading to better decisions and strategic prioritisation. Changing a culture where mistakes and errors were consistently passed though the engineering and manufacturing chain for Service to put them right at the point of delivery. Review of all service contracts to ensure they were commercially viable and where necessary renegotiate them at the appropriate time.
The Service Function was streamlined during a period of six months, improved customer communications and response times stemmed the loss of customers to competitors, margins were improved and productivity in the field support team increased by 20%. Key account managers were identified and appropriate support provided to meet specific needs. A new service workshop was established within close proximity of the UK HQ and a new technical support group was developed led by a senior manager appointed from within the European Group. Where contracts were renegotiated margins were improved and contractual requirements made more equitable.
Jaguar Land Rover, Landis & Gyr, CBRE, Syngenta, National Physics Laboratory, Rolls Royce Automotive, Rolls Royce Aerospace, BAE, Ametek, Ricardo, Zwick Roell, Warwick University, Ford, Exova, Hexcell Composites, NCR, IPEECO, Manchester University, Sheffield University, Glaxo Smith Kline, Teva, Johnson Mathey, the NHS, Dyson, UCL, Qualcom