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Monday 10th October 2011
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updated 1.53pm, Tuesday 5th May 2020
11 October 2011
By Natalie Li
Winner: Westway
In October 2009, Westway was awarded the hard services contract for Marks & Spencer’s 14 general merchandising distribution centres. The team then challenged the existing service delivery approach to maintenance and repairs in what was to become an 18-month process.
Marks & Spencer was seeking an innovative approach and wanted to challenge the traditional ways of working by the site teams. It was looking for a cost-effective solution, which resulted in savings approximately £1 million on the contract costs, explains account director, Mike Berry.
One of the main areas the Westway team focused on was ‘sectional maintenance’, in which it looked at each section of the internal transfer systems. This identified critical areas of the systems and allowed the teams to work with the logistical teams to plan shutdowns more effectively, as well as discovering areas where it was possible to reduce maintenance where it wasn’t required as much and increase the maintenance on areas where it was, adds Berry.
The service provider created a clear five-year strategic road map for Marks & Spencer. However, the project was not without its fair share of challenges.
“It was all about making a difference and creating a culture,” says Andy Donnell, managing director of Westway.
“It was about changing the mindsets of the engineers and introducing the values of Westway to the project.”
“Most people are resistant to change and we had to work with our teams so that they were informed and engaged in the process,“ adds Berry.
“We worked tirelessly to engage with the client logistics partners as well as developing the trust of the client, which has now developed into a ‘One Team Strategy’ with Marks and Spencer’s property team. We had to change the whole management structure within the team from seven facilities managers to three regional managers and give greater resource to the engineering delivery.
In order to give the team the right tools, the Westway Academy was set up to offer a bespoke course. Working with the Institute of Leadership (ILM), it was all about trying to see the global picture, says Donnell.
The academy has helped the engineering company move the focus from legislative technical requirements to full management and leadership development training.
Prior to creating the academy, Westway undertook an internal review to understand existing competencies and capabilities within the workforce. It then created a skills matrix and completed a gap analysis to reveal the company’s strengths and weaknesses.
“We put the site lead technician on to the ILM courses and are now looking to develop those who have excelled into more senior positions to actively promote from within the team and create a succession plan for all key areas within the contract team, says Berry.
“We are always looking at ways of improving what we do and giving real value to the client. Westway as a company is constantly looking at innovative solutions. We want to develop long-term partnerships with clients, where they know we understand their needs and, more importantly, have the flexibility to adapt to their ever-changing requirements seamlessly.”
Westway’s synergised approach, which includes project management, has meant that the sites are now 100 per cent compliant in terms of legislative requirements. This is monitored through a web-based portal and the organisation regularly undergoes rigorous internal and external audits.
Looking after the contract has involved a number of innovations over the past 18 months.
Historically, there have always been site closures due to bad weather conditions, particularly in the north of the UK. Snowfall, in the past, has resulted in both staff being unable to access site parking facilities and shutting down. However, Westway introduced an all-terrain vehicle with a snow plough, as well as a full size tractor for the centre in Scotland, which has allowed teams to react under severe weather conditions.
Highly commended
SitexOrbis
It’s increasingly difficult to keep empty property protected from vandalism, theft and squatters, but thanks to a series of customer-led innovations, SitexOrbis is keeping vacant property safe and secure.
By Natalie Li
Winner: Westway
In October 2009, Westway was awarded the hard services contract for Marks & Spencer’s 14 general merchandising distribution centres. The team then challenged the existing service delivery approach to maintenance and repairs in what was to become an 18-month process.
Marks & Spencer was seeking an innovative approach and wanted to challenge the traditional ways of working by the site teams. It was looking for a cost-effective solution, which resulted in savings approximately £1 million on the contract costs, explains account director, Mike Berry.
One of the main areas the Westway team focused on was ‘sectional maintenance’, in which it looked at each section of the internal transfer systems. This identified critical areas of the systems and allowed the teams to work with the logistical teams to plan shutdowns more effectively, as well as discovering areas where it was possible to reduce maintenance where it wasn’t required as much and increase the maintenance on areas where it was, adds Berry.
The service provider created a clear five-year strategic road map for Marks & Spencer. However, the project was not without its fair share of challenges.
“It was all about making a difference and creating a culture,” says Andy Donnell, managing director of Westway.
“It was about changing the mindsets of the engineers and introducing the values of Westway to the project.”
“Most people are resistant to change and we had to work with our teams so that they were informed and engaged in the process,“ adds Berry.
“We worked tirelessly to engage with the client logistics partners as well as developing the trust of the client, which has now developed into a ‘One Team Strategy’ with Marks and Spencer’s property team. We had to change the whole management structure within the team from seven facilities managers to three regional managers and give greater resource to the engineering delivery.
In order to give the team the right tools, the Westway Academy was set up to offer a bespoke course. Working with the Institute of Leadership (ILM), it was all about trying to see the global picture, says Donnell.
The academy has helped the engineering company move the focus from legislative technical requirements to full management and leadership development training.
Prior to creating the academy, Westway undertook an internal review to understand existing competencies and capabilities within the workforce. It then created a skills matrix and completed a gap analysis to reveal the company’s strengths and weaknesses.
“We put the site lead technician on to the ILM courses and are now looking to develop those who have excelled into more senior positions to actively promote from within the team and create a succession plan for all key areas within the contract team, says Berry.
“We are always looking at ways of improving what we do and giving real value to the client. Westway as a company is constantly looking at innovative solutions. We want to develop long-term partnerships with clients, where they know we understand their needs and, more importantly, have the flexibility to adapt to their ever-changing requirements seamlessly.”
Westway’s synergised approach, which includes project management, has meant that the sites are now 100 per cent compliant in terms of legislative requirements. This is monitored through a web-based portal and the organisation regularly undergoes rigorous internal and external audits.
Looking after the contract has involved a number of innovations over the past 18 months.
Historically, there have always been site closures due to bad weather conditions, particularly in the north of the UK. Snowfall, in the past, has resulted in both staff being unable to access site parking facilities and shutting down. However, Westway introduced an all-terrain vehicle with a snow plough, as well as a full size tractor for the centre in Scotland, which has allowed teams to react under severe weather conditions.
Highly commended
SitexOrbis
It’s increasingly difficult to keep empty property protected from vandalism, theft and squatters, but thanks to a series of customer-led innovations, SitexOrbis is keeping vacant property safe and secure.
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