Standing Room only at Manufacturing Management Show image

News & Events

Standing Room only at Manufacturing Management Show

The inaugural Manufacturing Management Show took place at the Ricoh Arena, Coventry last week – attracting more than 1,000 of the UK’s manufacturing leaders with it’s focussed, intensive hit of best-practice learning and peer networking…

img_0631Having recently featured in the press on the subject of productivity in manufacturing and the importance of a productive (not just skilled/knowledgeable) workforce, Jeremy was invited to present at the inaugral Conference. The presentation synopsis on ‘Motivating Teams and Engaging People’ struck a chord attracting so many delegates that there was standing room only in the conference hall.

The talk explained the essence of good leadership, effective communication and motivating/empowering teams – and demonstrated the importance of sharing the ‘why’ of problem solving not just the ‘what’ and how’. The session also featured a video of the proven bottom line benefits of engagement on the shopfloor.

Due to popular demand, Erica also ran her interactive ‘Prioritising Line Improvement’ Workshop twice on the Thursday as demand was high for her tips and tactics on what to focus on to drive line improvement.

Meanwhile, the rest of the team was busy on the Stand running a problem-solving clinic and adjudicating the Pit Stop challenge. With many visitors and lots of conversations about how to improve manufacturing management, a good show was had by all…

The Pit Stop Challenge:


"I am amazed at what has been achieved in 5 weeks. I'm very impressed that such an approach can make fundamental changes in a mature environment with a lot of closed thinking. I am now totally convinced..., and will support the rollout across all the businesses under my control"

Supply Chain Director, Asia Pacific, major Multinational Food & Beverage Company

Firstly, Reckitt Benckiser and Lauras pulled together to improve efficiency levels and there was a focus on both external and internal resources. Before Lauras arrived efficiency was not good. Secondly, there was good methodology and training using operators to support its implementation. Thirdly, there was daily and hourly focusing on performance. Since Lauras left, improvements have been sustained.

Bart Derde, Supply Projects Director (Europe), Reckitt Benckiser