GKN - Wheels

Seagoe - Technologies

‘Seagoe Technologies employs around 250 people in the manufacture of electric heating appliances under well known brands such as Dimplex and Creda.

The company has strived to improve performance over many years looking at initiatives such as TQM, JIT and Lean. Our experience was probably not unusual in that we had difficulty making the changes sustainable and delivering ongoing improvement in performance. The intervention by CDI was different. It provided a means to create real culture change in the organization through its unique MDW team based approach. By changing mind-sets CDI helped create an environment where sustainable and continuous improvement became a reality. This culminated in Seagoe winning the Northern Ireland Quality Award in 2009. I have seen many approaches to business improvement over the years and the CDI approach is the best I have encountered to date.’
Neil Stewart, Managing Director

Knauf - Insulation

“ We have been working with Competitive Dynamics over the last few years , introducing the Mission Directed Work programme. Firstly , as with any new initiative , the success is very much based on the support provided , both external and internal. The Support from Alex Cunningham (our External Consultant) has been excellent. Alex has really helped us get our Senior management to buy into the MDW concept. Alex has real passion for making MDW succeed in the workplace, that passion is infectious , my whole team are all very passionate about making MDW successful and part of our everyday work.

We have now established clear and achievable targets for each team on site, these targets are aligned with the overall business objectives, again all link to quality , speed and cost.  The teams have realised through their own Mini Business teams, that they can have much more influence on their areas of work and hence the business as a whole. They are now averaging 60 ideas per month between them, a major step forward for our site. These ideas cover all aspects of work, and as is quite often, some of the most simple ideas have really made a difference. The key point for me in the this whole process was sustaining the cultural change. This has been the most difficult. We have relaunched certain aspects , we have held additional training , but the key has been coaching/mentoring and auditing of the process from Senior Managers through to team leaders.  Alex pushed and pushed for us to get the coaching correct, make it more structured.  

I believe now through MDW everyone has much more purpose, everyone is much more informed, communication across teams, from Production workers to Engineers, from Packaging operators to myself , communication is much more open. Personnel genuinely believe that their opinions, their ideas count . Through this process , I feel that everyone is now contributing to our key business objectives.

It makes it a much better place to work. “

Kevin Day, Plant Manager - Queensferry