A couple of hours spent at the GMM plant in Luton, otherwise known as IBC Vehicles, is well spent whether you have an interest in vehicles or management.
The plant, once home to the Bedford lorries and vans of yesteryear, seems a model of worker engagement. Determined to be in the next round of bidding either for the renewed Renault/GM contract come 2013 (probably to be decided in 2008/9) or for other vans on the market, IBC is concentrating on cutting costs per vehicle. The plant is strewn with metrics - every team has its targets and its performance measured. Every possible indicator of success and efficiency seems to be gauged. But rather than this becoming an exercise in bean counting, it is really quite impressive.
The company uses Kaizen techniques for the elimination of waste and continual improvement, a legacy of the historical Isuzu/GM joint venture. In principle it means everything is looked at by everyone. The target for staff suggestions was three per employee in the year - it was over five. This year the target is for six.
Although the production line, which is split between men and robots looks like hard work - 7.5 hour shifts with just 45 minutes break - the absenteeism level is just 2.2% and the company hasn't had a working day lost due to accident for 443 days - the previous record was 253. Its target for vehicles built was 89063 last year - it made 89065. "Any more than that would have suggested a waste of resource," I was told.
The factory welcomes visitors and actually has a professional guide, Ray, who has been there long enough to remember every change. Last year he escorted approximately 3,500 people around the plant, many of them students. If you get the chance, take it. Anything which keeps vehicle manufacturing in Britain strong is worth supporting.
For an interview with Donna Sanford plant director see CM 8 February 2007.