Case Study
Biocomposites
Building lean capability across a highly specialised and regulated business
Background
Biocomposites is an international medical device company, which engineers, manufactures and markets world-leading products for use in infection management in bone and soft tissue. The Staffordshire-based company’s products are used in over 1 million procedures every year and sold in more than 100 countries around the world.
With growing demand and increasing regulatory expectations, the business set out to strengthen its internal capability, build a shared improvement culture and equip its teams with practical tools to drive operational excellence.
People Centred Excellence partnered with Biocomposites to provide accredited Lean Competency System (LCS) Level 1b training. We delivered our Lean Improvement Practitioner course for cross-functional team members across the company’s production, quality, regulatory, warehouse and shipping departments.
Our project brief and goal
Biocomposites asked us to:
- Build lean capability across multiple functions
- Create a shared language for improvement
- Strengthen structured problem-solving
- Improve flow, quality and right-first-time performance
- Support improvement projects that deliver measurable results
Initial diagnosis
Our early assessment highlighted:
- Improvement activity existed but lacked consistency
- Teams needed a common framework for problem-solving
- Waste and variation were present across several processes
- Cross-functional handovers created delays and rework
- Delegates were motivated and ready for practical development
Our strategy
1. Lean foundations and waste identification
We helped the delegates to explore the core principles of lean thinking. This included understanding value, identifying the eight wastes, and recognising how waste affects quality, lead time and productivity.
2. Structured problem-solving
We equipped the teams with root-cause analysis tools, visual management techniques and simple frameworks to move beyond quick fixes.
3. Process mapping and flow improvement
The participants mapped real processes to uncover bottlenecks, handover issues and simplification opportunities.
4. Supported improvement projects
Each delegate applied their learning to a real business challenge, supported by our coaching and structured feedback.
The results
Our Lean Improvement Practitioner programme delivered a range of benefits for Biocomposites, including:
- Strong engagement and rapid-capability uplift across the business
- A shared language for improvement
- Increased confidence in identifying waste and addressing root causes
- Practical application of lean tools through real projects
- High engagement across multiple groups
Selected improvement project outcomes:
- 88% reduction in packing time for demonstration products
- £83,000 annual labour savings in warehouse operations
- 25 hours per week saved in clean room processing
- 52% reduction in non-conformity reports raised
Conclusion
The success of the initial cohorts has led to the training programme being expanded, with more delegates starting the course in spring 2026.
“Working with PCE has had multiple benefits within Biocomposites. We have cross-functional teams collaborating through training, learning lean methodologies and building relations through the organisation. Through the support and coaching provided by Graham, our team has been able to identify, analyse and resolve real-world constraints, creating simplicity and supporting growth for the company.”
Ben Jones, Business Excellence Leader, Biocomposites
