Lessons Learned in Right-Sizing a UK Medium Size Manufacturing Site

Lessons Learned in Right-Sizing a UK Medium Size Manufacturing Site

Tim Paul Kibble (Independent Researcher, UK)
DOI: 10.4018/978-1-5225-6155-2.ch024


This reflective case history explores the lessons learned by a medium-sized manufacturing site in the UK from a rightsizing initiative in 2008 and another in 2016. The 2008 lessons around the softer HRM topics of employee morale, skills gaps, and survivors struggling led to a different OCD approach being used for the 2016 rightsizing exercise. The author, a principal change agent who helped facilitate both OCD initiatives, critically reflects upon the respective change agency processes from an EBP perspective.
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Evidence-Based Ocd Initiative

The Triggers and Drivers of the Two OCD Initiatives and Programmes

The right-sizing changes in 2008 and 2016 were triggered by reduced profitability and the effects of globalisation in the industry. In simple terms the Plant was not achieving its financial targets and needed to reduce costs and be able to lower its selling prices quickly to be a viable operation in the longer term. The principal issue was that the global market price of the core products manufactured had been squeezed and market selling prices had reduced significantly. Productivity improvements could only save a small amount; the real savings would come from a leaner management/staff structure delivering the improved added value with increased sales.

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