Talk Morgan Forums Community The Malvern Arms Nissan production in UK is staying

It's a balancing act.

The Toyota Manufacturing System uses the term MUDA or roughly translated Waste.

There are 7 broadly classified wastes in production (in simplistic terms) that need balancing and sometimes one can out weigh another.

The 7 wastes are Inventory, Waiting, Transportation, Motion, Over Production, Over Processing and Defects.

Obviously delivering many times per day is less efficient in Transportation terms but is more efficient in Inventory and Waiting terms.

However even that is debatable as delivering bulk into a storage area then needs re-transporting in batch sizes to the production line.

Actually there is another waste that is talked about which is not using ones Talent or People to solve the other 7 wastes.

Clever people and Consultants are paid a lot of money to try to optimise supply chains.

And you are perfectly entitled to your opinion!

Thank you very much for that Dean and the links, very interesting there is nothing better than someone on the ground in the area that has similar well placed optimism

Just to point out, my experience at Kawasaki in Japan is that they combined deliveries and so it did not cost more in transport

The employees of Nissan alone will contribute in excess of £37M
in one year of P.A.Y.E

The fishing industry is being well looked after, in a short time I think
you will see great improvements in our fishing industry both England & Scotland,

If your not convinced I am right go and speak to a French or Spanish fisherman.

When I was an Executive with Marks and Spencer back in the 90s we moved to a JIT supply process which was not based around being Green (it didn't exist then) but being more efficient and thus saving costs increasing profit. As manufacturing technology along with logistics coupled with computerized allocation improved we were able to make significant changes. An example would be instead of having a minimum 100,000 items in a set size ratio colorized production run made at once and shipped to distribution centers that would then ship say a 100 items to each store to be backroom stocked, we would make a first run of 20,000 ship to distribution centers and straight to stores with no back stock on site. This freed up stockroom space to become sales floor and reduced warehousing space the downside was if you ran out of sizes you couldn't just go to the stockroom which customers didn't understand and caused many an argument. As sales were recorded so the next production run was determined with more accurate size ratios colorization, etc. this hopefully would lead to less markdowns at season end. Original fabric was still bought by the mile around 9 months ahead but was not colorized till production run instigated which meant unused raw fabric could be stock piled and used in other production runs thus reducing waste. When M&S moved to reducing its Carbon Footprint this and many more processes that were in place and being improved made that task much easier to implement. The systems today are significantly better being much more environmentally friendly and constantly improved.

That's great to hear, they certainly need something to help with the loss of their European markets. If only there was some kind of agreement that the UK could enter into to enable fast and low-cost export of their produce into the EU. Some sort of alignment of customs and standards, maybe?

It is good to see a lot of contributors back pedling on the predicted gloom and doom. It is no good now bringing in qualifications to the predictions. The hold up of parts is not due to brexit but due to world shortage of containers, ships and electronic parts like IC's all due in part to covid.

Thanks to you all for some great contributions on this thread, I've learnt a lot and am feeling very encouraged for the future of the Sunderland workforce .

Me to...