PRactical & Innovative SolutionsPRactical & Innovative Solutions for Manufacturing Sustainabilityfor Manufacturing Sustainability

(PRISMS)

Oct 12 – Jun 15Helping ESVs and Manufacturing SMEs

23rd October 2012John McManus / Nicky Athanassopoulou

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PRISMS Aims and OutputsPRISMS – Aims and Outputs

• Programme designed to deliver growth and economic g g gproductivity to – 48 Early‐Stage Ventures (ESV) and y g ( )– 69 manufacturing SMEs

• in an environmentally sustainable wayin an environmentally sustainable way• in the East of England. 

PRISMS Aims and OutputsPRISMS – Aims and Outputs

• The project is expected to create 143 j b d– 143 new jobs and 

– safeguard 113 jobs in the region. 

• The programme commenced in July 2012 and concludes by 30th of June 2015.

PRISMS – Target Companies & Selection Criteria

C i MUST h E d fi i i f• Companies MUST meet the European definition of an SME, so– No PLC subsidiaries– No PLC subsidiaries– No UK divisions of foreign owned large companies

• Companies MUST be eligible for “de minimis” help soCompanies MUST be eligible for  de minimis  help so they cannot have had Government‐funded help exceeding €200k (including our proposed support) in a 3 year period

• Companies MUST be based in the East of England• Companies MUST be willing to share data on growth and 

employment with us over a 3 year period

PRISMS – Target Companies & Selection Criteria

• To be accepted on to the scheme we need to be able to answer “No” to one of the following questions:– Has the design of the product been improved to reduce resource use/toxicity or to 

reduce its energy consumption? – Has the company consistently improved material, energy and water usage per 

unit? – Can the company describe how it has managed to unlock the full value of itsCan the company describe how it has managed to unlock the full value of its 

products and services? • Clearly these criteria are designed to allow us to help but we cannot 

afford to waste time, effort or taxpayers’ money on companies p y y pwhich can’t or won’t see the need for improvement

• We also need to be convinced that a company is genuinelyWe also need to be convinced that a company is genuinely committed to growth

PRISMS Project MobilisationPRISMS – Project Mobilisation

• Between 1995 and 2008 the manufacturing sector in the UK economy  grew by 8%y g y

E l i h f i i• Employment in the manufacturing sector in the UK fell by 30%

PRISMS – Project MobilisationPRISMS  Project Mobilisation

• So we developed a manufacturing sector which looked like this........

PRISMS Project MobilisationPRISMS – Project Mobilisation

• So we developed a manufacturing sectorSo we developed a manufacturing sector which looked like this........

PRISMS Project MobilisationPRISMS – Project Mobilisation

• If we want to develop a thriving manufacturing sector which employs more g p ypeople we really need an economy like this...

PRISMS Project MobilisationPRISMS – Project Mobilisation

• If we want to develop a thrivingIf we want to develop a thriving manufacturing sector which employs more people we really need an economy like thispeople we really need an economy like this...

PRISMS Project MobilisationPRISMS – Project Mobilisation

• With Lean Manufacturing, SMEs and ESVs got access to the latest research at least 20 years ytoo late to be effective

• In PRISMS we hope to give SMEs and ESVs• In PRISMS we hope to give SMEs and ESVs access to the latest research...

NOW!NOW!

PRISMS Project MobilisationPRISMS – Project Mobilisation

• The biggest challenge is to find the 117The biggest challenge is to find the 117 companies so that we meet or exceed our commitments in the contract BY QUARTERcommitments in the contract BY QUARTER.

• We would like your help to get access to those companies which, – with helpwith help, – can grow

l l– can employ more people– by exploiting a sustainability advantage

PRISMS Project MobilisationPRISMS – Project Mobilisation

• To do this we need you to point us towards companies which– are ambitiousare ambitious– but recognise that they need help AND

h b l b– are open to persuasion that Sustainability can be a way of creating competitive advantage 

TYPE OF FIRM:Anaerobic digestion units (1 employee 1 year old)

ESV Case Study

Anaerobic digestion units (1 employee, 1 year old)INTERVENTION PERFORMED:• Develop a preliminary business strategy• Assess and improve current product design Assess and improve current product designIMPACT OF INTERVENTION:The company was able to identify important issues on its product design that could negatively impact the viability of its business plan. They were ableg y p y p yto determine which product features were critical and how to protect them to provide them with a competitive advantage

TYPE OF FIRM:Food Manufacturer

SME Case Study

INTERVENTION PERFORMED:• Analysed pattern of demand for each product• Created production schedules to match this demand

I t d d i i f l f t• Introduced ongoing reviews of sales forecastsIMPACT OF INTERVENTION:Interventions increased on-time delivery from 50% to 99.5%, reduced company overtime costs and dramatically reduced stress levelscompany overtime costs and dramatically reduced stress levelsMD COMMENTS“The team at the IfM ECS are great to work with and bring years of practical experience as well as excellent academic and theoreticalpractical experience as well as excellent academic and theoretical underpinning to the table. We look forward to working closely with them over the coming years

Thank you for your supportThank you for your support