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CASE STUDY : GKN WHEELS


GKN Wheels is one of 2 worldwide suppliers of off-highway wheels. It is a worldwide operation employing over 2000 people, turnover in excess of £190M, with plants across North America, Europe and joint ventures in a variety of other regions.

Scope

The market for off-highway wheels and related products has two worldwide suppliers; GKN Wheels is one of the two. The Wheels division supplies wheels to earthmover, agricultural and transportation industries, including Caterpillar, John Deere, Case New Holland and Volvo.

The scope of the work is to ascertain performance from an external perspective, report that back into the organisation and then develop strategies to improve their external focus, improve revenues and increase margins

 

Objectives

To create an improvement process to deliver increased bottom line
performance
To develop a coherent business strategy to achieve the required
performance
Commercially
Operationally
Technically
Financially
To establish a series of benchmarks to base improvement on
To establish a sustainable way of operating

Drivers for Change

The key driver is competition – to grow market share not only against its major worldwide rival, but the ever increasing competition emanating from the Sub continent and Far East.

Approach

The approach includes regular reviews of all GKN key customers on a face to face basis, not only ascertaining GKN performance but developing strategies based on customer future requirements

Benefits

The programme of work has delivered the following:

Strategic development for the global organisation – ensuring the
commercial, technical, operational and financial strategies are
aligned, coherent and complete
Detailed feedback providing a benchmark to improve from
Customers
Employees
Waste
A broad continuous improvement process based on the Business
Excellence Model for all locations
Systems and process realignment
Organisation / matrix structure development

The net result, over a 3 year period is that market share has increased; revenues have moved from £120M to £160M, profit performance has grown 3%.

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Enabling change
Management development
Supply chain
Team building
Benchmarking and Due
Diligence
Project management
Integration / relocation
Process re-engineering
Waste reduction
Customer growth
 
Strategic and tactical
business improvement

 

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