Coming Soon! Newton Knowledge Centre
With more than ten years experience in operational and financial improvement across a range of industries, Newton has a wealth of professional expertise to draw on. The Knowledge Centre will offer a range of resources for business users including insight articles, case studies, newsletters and industry links.
In the meantime, there are a number of case studies available to view under the ‘Sectors’ menu. Alternatively, please email info@newtoneurope.com and we will do our best to send you a selection of articles and case studies relevant to your industry.
Insight Articles
To request any of these articles, please email info@newtoneurope.com.
Seven Secrets of a Successful Cultural Transformation
Written by Newton Director Tom Wedgwood, this report looks at seven key factors to transform the culture of your business to build sustained performance improvement and productivity.
The Nature of Who's Beast
A report on how millions of pounds of opportunity lie hidden in many of the UK’s Chemical plants.
Exposing the Myths of Continuous Improvement
Newton Director Tom Wedgwood discusses Lean, Six Sigma & Continuous Improvement. Which factors impact most on a transformation tool’s success rate, enabling it to deliver the sought-for improvements? Based on our own experience of implementing manufacturing transformations (including Lean) in manufacturing businesses both small and large, we offer the following insights into what makes for success.
Owner's Insight Article
Explains how the owners of five different manufacturing businesses have found an average of £800,000 additional profit in each of their factories by using a new approach. Using examples from five manufacturing companies, this report describes how business owners have added millions of pounds to the value of their business over a 12 month period.
Paper, plastics and packaging. Is the shop floor the new driver for Profit?
This article, written by Newton's Ian Quest, is designed for executives in the Paper, Plastics and Packaging industries. It considers that whilst we might operate in a highly competitive marketplace, there is still real financial value to be gained in further improving operational efficiency on the shop floor. The key is to both identify the source of profit loss and then prioritise by the potential value to the business. Ian argues that this profit, in excess of 2% to 5% of turnover by site, should be a board led imperative.
