THE ROYAL MINT
SUPPLY CHAIN
Changing that may seem obvious but it was certainly not easy . “ A huge change process went across the whole organisation . It started from how we take orders in , and went right through how we plan and schedule , through to how the manufacturing processes are organised and managed .” All of this has been changed over the last five years , but continuous improvement is a never ending process , he emphasises . A huge step forward may have been taken but there remains a lot more to do .
Bowles ’ s remit combines operational excellence on the shop floor with business excellence in the back office . “ Our big driver is to get everyone involved in continuous improvement , and so far we have been really successful in getting everyone in the business to ask the question ‘ how can we do better ?’ Managing risk and unpredictability is one challenge we have met head on .” A great deal of effort has been put into planning . He has put a ‘ rough cut ’ capacity plan into effect , which looks at a multiyear rolling forecast . “ We take all the countries we deal with and give them a ranking as to how likely they are to place an order and on what percentage basis . We can then use analytics to look at different scenarios that could arise . Then we have sessions with the sales team to see where the gaps are , whether we are likely to be overloaded in certain months , or which customers we may have to move around .”
But there is a red line on meeting orders . The Royal Mint will never commit to a contract unless
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Proof in the detail
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