As the holiday season is upon us, we find ourselves reflecting on the past year, having gone from strength to strength. We hope to continue building upon our success with you. Our biggest year to date will be 2018 with a plethora of new additions to what we currently offer here at Redthorn, don’t worry we’ll keep you informed along the way!
Here at Redthorn we are continuing to increase and enhance our Team to help us shape for you a better environment for 2018 and beyond. We have ended 2017 by welcoming Przemyslaw Denis, you may also know him as ‘Denis’, who is now part of our super helpdesk analyst team. We also gave a recent warm welcome to Nabil Patel who has joined the team this December as our new Account Manager.
It’s been quite a year for us all! We hope that the New Year is just as extraordinary for you, your colleagues and your loved ones. We look forward to working with you, taking you along with us through our journey towards more success in what will be our biggest year to date, 2018.
We ALL wish you a very Merry Christmas and a Prosperous New Year.
-The Redthorn Team
*Please note… The office will also be closed from Friday 22nd December 2017 and reopen at 8AM on Tuesday 2nd January 2017.
In lieu of sending Christmas cards we will continue to support our chosen charity of Macmillan Cancer Support during 2018.
The Need: The 35,000 square foot ILC in Derby had evolved over time as new projects were introduced and volumes increased. The growth of the centre in this way created constraints on the business. There was a lack of room for storage for finished parts and media for kitting. This meant there was no room for expansion of new or existing customers. There was non-value added activities taking place and skills were not transferable between customers’ kitting, assembly and quality assurance operations. Inefficiency of material flow around the shop floor and no overall conceptual plan existed guiding development. Standard operating procedures were also not in place for kitting and quality assurance.
In addition to the physical layout of the ILC, the facilities director Paul O’Gara also recognised that whilst the workforce was highly skilled and very flexible, there was a need for an organisational restructure to create more effective job roles and a better level of overall accountability.
Read the whole case study on our website and download the PDF.
The Need: Gardner receive demand signals from their Aerospace customers in a variety of electronic formats and at different times of the week. Paul O’Gara, Director of the Integrated Logistics Centre recognised that the individual signals were being managed in different ways operationally as well as through Gardner’s internal MRP systems. This was leading to inefficiencies in the sales and operations process which in turn was leading to a dilution of the quality of the signal as it was output to each of the companies’ manufacturing centres.