Enterprise Resource Planning Systems

Client:
Bromford Industries

The KTP programme comprised key innovative elements aimed at advancing the company’s operational processes, information systems, and overall staff skills. The programme proved an integral part of the company’s development initiative that included; investment in new advanced manufacturing technology and management information systems and refurbishment of facilities; extensive staff training and development and recruitment of new senior management team members and staff to deliver new services together with development of new organisational structure.

An Enterprise Resource Planning (ERP) system was adopted, underpinning the company’s adherence to the Aerospace Industry’s best practice and which, in turn, improved its overall quality, cost and delivery performance. This also ensured the existing Management Information Systems (MIS) operated effectively and has now paved the way for a new ICT strategy which will enable the introduction of an advanced MIS to support widening business requirements.

Key members of staff received advanced training in tools and techniques; which was followed up by regular “Continuous Improvement” meetings involving staff from across the four sites that comprise the widened independent Bromford Industries group.

Our partnership with Birmingham City University over the last several years has given significant benefits to our people and customers, resulting in the deployment of a highly successful KTP programme and numerous training and personal development programs being undertaken

Gary Lowe, Managing Director, Bromford Industries Limited

Results

Following the success of the University’s original ‘Lean’ programme  –  which had proved beneficial to the plant’s operation, culture and financial performance  –  the subsequent collaboration in a Knowledge Transfer Partnership (KTP) flowed instinctively from the already established relationship.

  • The KTP programme has enabled Bromford Industries to implement a systematic and analytical approach to Continuous Improvement.
  • There has been a significant contribution to improving aspects of the company’s manufacturing operations, whilst refreshing and enhancing its decision support and man management capabilities.
  • Notably significant improvements throughout the company, specifically the ability to expand the Fabrication facilities and successfully manage a £600,000 project that has resulted in the company securing a significant new customer.
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