Money Controls Merges Two UK Production Sites
This article comes from Highwaygames.com
The amalgamation of two production sites at Money Controls, manufacturer of components for secure money systems, has proved a great success, according to the company. Although the sites in Oldham were less than a mile apart, logistically it was impractical for them to continue to remain separate - but the potential disruption to production which moving sites would involve meant that the project was put on hold until now. After careful consultation with employees at both sites, Production Manager Steve Wood and plant manager Dave Harris spearheaded a project to integrate the smaller facility – the Unit 2 injection moulding site also in the Royton area – into the main production site at Delta Mill. "Even though the sites were so close together they may as well have been a thousand miles apart due to the logistics and the fact that the employees at Unit 2 felt at a disadvantage," said Mr Wood. "It was decided that if we were to move Money Controls' manufacturing facility towards world class standards then the integration of the two sites was vital, and the most practical way to do this was by relocating Unit 2." Even the relocation of the smaller site was a challenging and time-consuming project.The production of Money Controls' diverse and high quality product range requires an extremely complex environment and customers demand short and demanding lead times. Therefore time which could be allocated to the move was limited and a plan was drawn up to ensure the project was completed within two weeks – the absolute maximum time that production could be halted at Unit 2. Before the plan could be implemented, the floor at the main site had to be reinforced to withstand the machinery from Unit 2. This took four months to complete. Then began the mammoth task of moving 20 injection moulding machines, over 400 individual tools and more than 500 individual part numbers. The task was further complicated by the fact that there was a limitation on what stock could be put in place due to both space restrictions and cash flow implications for the business. "It was imperative that this move was completed smoothly and to deadline so a detailed consultation process was undertaken with the employees throughout the project," said Mr Wood. "There is no doubt that without their co-operation, support and enthusiasm the move would not have taken place, as it did, on time, to budget and without letting any customers down."
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