We work with clients to establish tactical processes that support business growth and profit improvement.
Accurately measuring indicators of performance, providing regular consistent feedback and giving a team a forum to discuss and hold themselves accountable for performance actions will collectively generate stronger performance. We can work with you to ascertain the best performance improvement processes to drive results in your business.
The performance improvement projects we undertake are varied and can be explored further below:-
The arrival of new advanced rolling stock in 2020 meant engineering maintenance teams had to develop robust plans to repurpose 4 engineering depots across North England. Additionally, there was requirement to accelerate continuous improvement to deliver effective fleet utilisation.
Following rapid expansion, the Aspen business has grown ever more complex with a broadening reach and supplier base. The resulting supply chain complexity has led to inefficiencies in sourcing, routes and excessive handling throughout.
Endless LLP required operational due diligence support on the prospective purchase of Vion Pork, Poultry and Red Meat divisions, filling a gap in the experience set of Endless with regards to FMCG and operations capability.
Forecasted growth created a defined need to increase capacity at the state of the art Alba Campus bottling facility in Livingston. The key requirement was to do this sustainably through upskilling local management rather than investing in new capital equipment.
As a high performing supplier with strong relationships throughout its supply chain, Labeyrie was looking to energise a retailer-led value chain programme and engage stakeholders throughout the various organisations involved.
The requirement of Access Prepaid Worldwide (APW) was to deliver an enhanced supply chain capability to reduce lead times and unit costs.
Stagnating sales, declining profitability, an excessive overhead cost base and a lack of clear leadership had created a need for fundamental change, with management focussed on delivering business as usual rather than transformational change.
The National Health Service (NHS) is the umbrella term for the £130bn publicly-funded healthcare systems of the United Kingdom (UK). Clinical commissioning groups (CCGs) are NHS organisations set up by the Health and Social Care Act 2012 to organise the delivery of NHS primary care services in England, replacing the role of the Primary Care Trusts (PCT’s).
Sainsbury’s is one of the leading retailers in the U.K., established in 1869 and operating a store estate in excess of 1,000 locations from convenience stores to hypermarkets.
SIG had recently opened their largest ‘hub’ warehouse, with a turnover of £60m and the result of consolidating 6 legacy branches. However, the operation lacked business processes and systems to operate effectively.
Representing the interests of 4,000+ farmers, Windard Island Bananas were exposed to an EU proposed single tariff on imports that would have removed their protection from low cost Latin American suppliers.
Working at a flagship Amazon site of over 1M sqft, there was a requirement to improve stock accuracy by better managing the receipt, put-away and control of stock.
The project objective was to identify implementable margin improvement opportunities in a range of ready meals supplied to a major retailer through changes to physical practices, processes, systems and behaviour.
Focus was required to review a high performing £90m turnover site supplying a major UK retailer with Italian ready meals. Performance had stalled, budgets had been set that failed to stretch and realise the full potential of the business.
Following the challenging climate throughout the COVID-19 pandemic and other contributing factors, the resulting energy crisis resulted in our client seeing huge increases in their energy costs, requiring urgent action to mitigate and remain profitable.
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