Case Study
Embedding a culture of continuous improvement for leading manufacturer, A.N. Wallis & Co
Background
A.N. Wallis & Co – a global leader in the manufacture of earthing, lightning protection and surge protection equipment – embarked on a major transformation as part of their forthcoming relocation to a new facility in 2026. This change, driven by new ownership, aimed to modernise their operations, embed a culture of continuous improvement and prepare the organisation for long-term sustainable growth.
Our project brief and goal
A.N. Wallis asked People Centred Excellence to:
- Facilitate cultural transformation
- Embed lean methodologies and leadership behaviours
- Establish a foundation for operational excellence (OpEx)
- Prepare for the planned move to new premises
This engagement was the start of a long-term partnership, supported by a three-year roadmap with a clear emphasis on capability building – and not creating dependency.
Initial diagnosis
We applied the Runners, Repeaters and Strangers (RRS) methodology to segment the product portfolio. This revealed five stock keeping units (SKUs) accounted for nearly 60% of the volume processed through the Conform extrusion line, with 25mm x 3mm copper tape being the most prominent.
We identified our client could achieve a 25% reduction in finished goods stock by implementing a pull system and redesigning the value stream for the popular tape production sizes.
Our strategy
1. Value stream mapping (VSM) and project prioritisation
We ran a current and future-state mapping exercise, which led to the creation of five transformation projects:
- Product Range Rationalisation
- Cost Awareness
- Finished Goods Stock Reduction
- Single-Minute Exchange of Die (SMED) Implementation
- Conform Machine Downtime Reduction
2. 5S and workplace organisation
A rigorous 5S programme was introduced, which led to:
- A safer, organised, self-managing and more efficient factory floor
- Stronger employee engagement
- A foundation for autonomous maintenance and continuous improvement
3. Daily management and leadership cadence
We introduced:
- Safety, Quality, Delivery, Cost and People (SQDCP) daily stand-ups across three key areas of manufacturing
- Daily ‘gemba walks’
This resulted in issues being addressed more rapidly, while visibility and accountability were embedded in daily routines.
4. SKU rationalisation and pull system development
Key outcomes in SKU management included:
- Policy definition for Runners, Repeaters and Strangers (categories 1, 2 and 3)
- Agreed criteria based on stock-holding policies, minimum order quantities and customer lead times
- Ongoing rationalisation of 335 copper tape SKUs
- Creation of dedicated buffer stock zones on factory floor
- Actions initiated to adjust inventory levels where necessary
The results
The key benefits we delivered included:
- Inventory and space efficiency
- £100,000+ of obsolete stock removed
- Creation of new work-in-progress buffer zones
- Potential cost savings of £60,000 per year in offsite storage
- Leadership coaching adopted by the Operations Director and Production Manager
- A visibly cleaner, more structured environment
- Continuous identification and implementation of improvements
Productivity improvements:
- 12% increase in overall equipment effectiveness on the Conform extrusion line
- SMED changeovers reduced from 75 to 45 minutes
- 30% reduction in changeover time consistently achieved
- Standard operating procedures and skills matrices implemented
- Concern, Cause and Countermeasure process established in manufacturing
Sustainability structures:
- Leader standard work (LSW) embedded
- Daily 5S Kamishibai checks in place for all production lines
- Single-point lessons implemented for safety, quality and equipment use
- SQDCP routines that drive performance management and rapid response
The key benefits we delivered included:
- Inventory and space efficiency
- £100,000+ of obsolete stock removed
- Creation of new work-in-progress buffer zones
- Potential cost savings of £60,000 per year in offsite storage
- Leadership coaching adopted by the Operations Director and Production Manager
- A visibly cleaner, more structured environment
- Continuous identification and implementation of improvements
Productivity improvements:
- 12% increase in overall equipment effectiveness on the Conform extrusion line
- SMED changeovers reduced from 75 to 45 minutes
- 30% reduction in changeover time consistently achieved
- Standard operating procedures and skills matrices implemented
- Concern, Cause and Countermeasure process established in manufacturing
Sustainability structures:
- Leader standard work (LSW) embedded
- Daily 5S Kamishibai checks in place for all production lines
- Single-point lessons implemented for safety, quality and equipment use
- SQDCP routines that drive performance management and rapid response
Conclusion
Our work with A.N. Wallis demonstrates the power of applying lean principles with empathy, structure and strategic foresight.
“As Operations Director, I’ve seen first-hand the impact of working with skilled Continuous Improvement trainers. Their approach went beyond theory – they helped us embed lean principles into our daily operations. Within weeks, we streamlined workflows, reduced waste and improved team collaboration. The trainers’ ability to engage staff at all levels created a culture of ownership and accountability. These improvements didn’t just boost efficiency – they empowered our people and delivered measurable results that will sustain long term.”
Steve Mitchell, Operations Director, A.N. Wallis & Co
