Category: Local Initiatives

  • Profit margin pressure in the UK: how to respond to rising costs

    In August 2026, 29% of businesses trading in the UK reported an increase in the prices of goods and services purchased, while only 11% indicated that they had raised their selling prices1. These figures suggest a potential discrepancy between rising costs and price adjustments, potentially increasing the risk of margin pressure. The initial management decision…

  • Lean philosophy and organizational transformation in production

    +48% Productivity Transforming an organisation is rarely just a matter of tools or technology; rather, it is a shift in mindset and culture. This case study follows the journey of a company that, starting with a traditional production model, decided to completely rethink how it operates. By adopting the lean philosophy and KAIZEN™, it placed…

  • When the price of energy becomes the price of staying in business

    James Stevenson Senior Principal Kaizen Institute Western Europe UK industrial electricity prices exceed French levels by 40%, which added £41 million to steel producers’ bills in 2025/26 alone. For metals and machinery plants, power costs now account for up to 180% of gross value added1. Ninety per cent of manufacturers report a rise in energy…

  • Digital transformation and process optimisation in the metals industry

    In collaboration with the Kaizen Institute, Ramada Aços has developed several continuous improvement and data analytics projects focused on delivery time to the customer. Key initiatives Some of the initiatives undertaken included the development of a production planning tool, the implementation of Daily KAIZEN™, and the creation of indicator dashboards. Take a look at this…

  • Gonvarri Industries’ decarbonisation journey

    60% Electricity from renewable sources – 62% Emissions associated with electricity consumption – 45% Total accumulated emissions between 2021 and 2023 Decarbonisation has become one of the greatest strategic challenges for the global industry. Regulatory pressure, the need to reduce climate risks, and the growing demands of customers and investors are profoundly transforming how companies…

  • Achieving operational excellence through Lean management in industrial operations

    +34% Production performance +25% Process efficiency -73% Pending health and safety actions The company and its commitment to continuous improvement in the industrial sector The organisation is a specialised provider of industrial services, operating primarily across Europe. With a clear mission to “make the industry work better”, the company is dedicated to optimising operational efficiency…

  • Continuous Improvement Culture and Team Empowerment

    +15% OEE -45% Reduction in chain stocks 90K Savings The company and its culture of innovation in the construction sector This company is a benchmark in the construction and public works sector, operating two factories located in different cities. Its main activity is the production of excavators, with some components, such as track chains, manufactured…

  • Strat KAIZEN™ in Machine Tool Company

    This case study explores the strategic and cultural transformation of a machine tool company operating in the sheet metal processing industry. Faced with years of financial decline and organisational instability, the company embarked on a journey to recover profitability and build long-term resilience. By leveraging the principles of Strat KAIZEN™, it aligned its structure, strategy,…

  • Walter Tools: When continuous improvement reinforces performance

    – 37% Setup time +20% Productivity  −15% Scrap rate The machining and cutting tools industry is constantly evolving in a competitive environment characterised by high demands for quality, lead times, and performance.  Sectors such as aerospace, the automotive industry, and the energy sector demand strict standards, high process reliability, and the ability to adapt quickly…

  • When the Supply Chain Heals and Confidence Doesn’t: BPF Survey 2026

    Joe Dixon Senior Project Leader Kaizen Institute UK  What the BPF’s June 2026 survey reveals — and what it doesn’t I ask plant managers the same question on every visit: how do you feel about the next twelve months? For most of this year the answer has come without hesitation: pessimism, delivered flatly, almost bored.…