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Case Studies / Whitby Seafoods

whitbylogoCompany Profile

Whitby Seafoods is an independent private company, founded in 1985, employing 140 people in the North Yorkshire fishing port of Whitby. Specialising in frozen seafood coated in batter and breadcrumbs, the business processes up to 3300 tonnes each year and realises an annual turnover of over £15 million across the UK in both food service and retail sectors.

 

Background

Whitby Seafoods had been growing rapidly and despite acquiring Middleton Seafoods in 2007, the business was struggling for capacity to meet the projected sales growth. There were also some issues with production planning and raw material yields.

 

Methodology

Lauras International undertook a detailed assessment of the plant and the planning processes. From this they ran a series of three workshops with groups from the production lines. Each workshop solved different problems which were limiting yield. Their “See one, Try one, Do one” approach meant that the factory CI champion was fully trained and has continued to deliver results using the Lauras methods. Factory output has improved from around 600kg / hour to an average of over 750kg per hour and, with the improved planning, periods of 900kg / hour have been achieved. Yield improvements of between two and five percent have been delivered. As well as significantly increasing sales and margin this project has allowed a rethink of capital expenditure.

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Benefits

“Before Lauras came I was facing a £2million factory extension project as my only solution for growth… I would recommend Lauras International to any food manufacturing business which wants to achieve rapid and sustainable productivity improvement”

Graham Whittle, Managing Director, Whitby Seafoods

 

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Testimonials

It must be said that the concept of change management which Lauras were asked to bring in was a very big ‘ask’. Their work on the floor was very beneficial to change management. Lauras try to problem solve by using the workforce. This has to be done tactfully. They achieved it. They had the respect of the people on the floor and the management which is a major credit.

Peter Barnett, CFO, KR Castlemaine

Over the past three months I have been concentrating mainly on changeover reduction, waste reduction and increased throughput. There has also been a challenge to behavioural patterns. All of these efforts have been using the knowledge that you gave me and I am delighted to say that all have been successful, culminating in increased throughput, less waste and an increase in OEE from an average of 78% to around 90%. There has also been a marked improvement with people issues.

Alwin Waterhouse, Improvement Manager, British Bakeries