We’re living in the age of the knowledge-driven economy, with government encouraging us to “collaborate to compete”. Sharing best practice amongst other industries is becoming commonplace, but is the timber sector fully behind this agenda yet? Like the proverbial “old dog”, could the industry learn some profitable “new tricks”?
Implementing best practice in our organisations is meant to make us more competitive. But does it work? Companies using the Construction Best Practice (CBP) programme have increased annual profits by a total of £362m since its inception. Increases in productivity of 40% and the saving of 60,000 work days are cited in the organisation’s 2002 annual review.
Steve Hudson, marketing manager with CBP, commented: “CBP is heading towards its fifth anniversary this autumn. In addition to our large resource centre we now have a network of over 30 Construction Best Practice Clubs across the UK. These meet quarterly and bring together diverse business types and sizes around a central best practice theme. We’re currently working with around 8,500 companies representing just over 20% of the total industry and we’re keen to show off the business benefits of engaging with the Best Practice agenda.”
According to the CBI‘s Fit for the Future campaign, “best practice organisations” are said to have enthusiastic leaders with an open, communicative style; to develop employee skills and understanding and empower them to make decisions; to listen to customers and exceed their expectations; and to manage their supplier relationships efficiently. They are also expected to behave as responsible corporate citizens and, most importantly, to be open to innovation and learning.
Shared knowledge
Helping to implement Howarth Timber‘s commitment to best practice and world-class manufacturing is sawmill manager Jonathan Bower. Mr Bower joined Howarth Timber with a background ranging across the coal, steel and plastics engineering sectors, bringing a varied view of manufacturing to the timber products sector. “Initiating a best practice programme does not simply mean bringing in views from outside,” he said. “On any manufacturing line there may be operators on different shifts who all have something to contribute and something they can learn. Sharing knowledge at this level enables a firm to benefit from one of its most valuable assets: its staff.
“If people are worried about the prospects of sharing their knowledge with others then there are ways of easing yourself into the learning and knowledge-sharing culture. Timber could learn a lot from the steel industry, for example, without any fear of giving away competitive advantage,” Mr Bower added.
Such “sector learning from sector” is seen as key to the future development of British industry. Based on a model initially set up by the Society of Motor Manufacturers and Traders, Fit for the Future now operates a number of sector-based industry forums able to learn from each other.
Spreading the culture
Spreading timber trade best practice is not just confined to these shores. Ron Cohen, group managing director at window and door producer STP Holdings, has been involved in a number of projects taking UK best practice to developing nations. “It’s in our interests to have a thriving and competitive business chain. We’ve been involved in taking our best practice to Asia, the US, Canada and shortly we’re off to Africa to spread the manufacturing excellence culture.”
Beyond manufacturing, best practice in health, safety and environment, in human resources and training, and in sales and marketing are all part of life in timber-related businesses.
Robin Davies, group business development director at Westbury plc, is an enthusiastic proponent of following a carefully planned strategy: “Our participation in a seven-year collaboration with Warwick University enabled us to study best practice in housebuilding from as far away as Japan, America and Europe. We used these experiences to formulate our own Space4 timber frame housing system which we are now using ourselves and selling to other major housebuilders.
“We have invested in highly automated facilities for manufacturing and in this financial year, 2,000 of the 5,000 homes we build ourselves will use Space4 components. For Westbury, engaging with best practice has re-focused our business around quality. Training and developing our people continues to be a key element in enabling us to deliver this quality consistently.”
