QUALITY

Our quality system is ISO9001:2008 and it is our policy that employees be trained to carry out the requirements of this system. Management is responsible for upholding this policy by ensuring that each and every employee is totally committed and trained in its application.

We recognise that the achievement of quality requirements is essential to any contract and confirm our commitment to continually strive to improve the quality of products that we manufacture. 

Bolwell operates by the Lean Manufacturing disciplines and Continuous Improvement process made famous by Toyota. We undertake Kaizen activities throughout our organisation and utilise the Kanban production scheduling system.

 
Bolwell operates with Lean Manufacturing and Continuous Improvement disciplines.
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LEAN MANUFACTURING

Lean manufacturing or lean production, which is often known simply as "Lean", is a production practice that considers the expenditure of resources for any goal other than the creation of value for the end customer to be wasteful, and thus a target for elimination. Lean manufacturing is a generic process management philosophy derived mostly from the Toyota Production System (TPS) and identified as "Lean" only in the 1990s. It is renowned for its focus on reduction of waste in order to improve overall customer value.

(source: http://en.wikipedia.org/wiki/Lean_manufacturing)
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CONTINUOUS IMPROVEMENT PROCESS

Continuous Improvement Process (CIP) is a management process whereby delivery (customer valued) processes are constantly evaluated and improved in the light of their efficiency, effectiveness and flexibility.
Some see it as a meta process for most management systems (Business Process Management, Quality Management, Project Management). Deming saw it as part of the 'system' whereby feedback from the process and customer were evaluated against organisational goals. The fact that it can be called a management process does not mean that it needs to be executed by 'management' merely that it makes decisions about the implementation of the delivery process and the design of the delivery process itself.
Some successful implementations use the approach known as Kaizen (the translation of kai (“change”) zen (“good”) is ”improvement”). This method became famous by the book of Masaaki Imai “Kaizen: The Key to Japan's Competitive Success.”

  • The core principle of CIP is the (self) reflection of processes. (Feedback)
  • The purpose of CIP is the identification, reduction and elimination of suboptimal processes. (Efficiency)
  • The emphasis of CIP is on incremental, continuous steps, avoiding quantum leaps. (Evolution)

The elements above are more tactical elements of CIP, the more strategic elements include deciding how to increase the value of the delivery process output to the customer (Effectiveness) and also how much flexibility is valuable in the process to meet changing needs.

(source: http://en.wikipedia.org/wiki/Continuous_improvement)
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