Bradbury Group gain their Yellow Belts image

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Bradbury Group gain their Yellow Belts

Congratulations to Bradbury

Bradbury Group is the nation’s leading supplier of steel doors and physical security solutions.

In 2018, they moved their production to a new state of the art facility in Scunthorpe which would reduce end to end production time to 4 hours.

They asked us to work with them to understand how their manufacturing process could be improved in order to meet an increasing customer demand.

We initially spent some time working alongside the production teams at the coalface, making changes to production flows, introducing short interval control and making improvements to the daily production meeting.
Over a 2-month period, results improved from 50 doors per day to an average of 80 doors per day.
One particularly productive day, they hit 100 doors, so the MD rewarded everyone with a steak lunch he cooked himself.
Once the initial improvement work was complete, we conducted an OPEN audit to understand what the business needed to do to sustain improvement.

One of the key areas was the need for the internal production teams to learn some improvement tools and techniques that they could take back to their place of work to make a difference.

To enable this, Bradbury committed 11 of their production team to undertake training for the Lean Sigma FMCG Yellow Belt.

This 6-module programme provides delegates with the key tools and techniques needed to make a fast impact to any factory.

We take them through tools such as Constraint Theory, Problem Solving, SMED, 7 Wastes and Lean Thinking. However, being trained isn’t enough to become a Yellow Belt – it is what you do with the knowledge you have gained. This is why we ask every delegate to demonstrate their involvement in a project to which they have directly contributed and made a demonstrable improvement to their workplace.

Six months from the start of the training, the team submitted their projects to us and their Production Director for verification and sign off.

All 11 members submitted fantastic projects that had made a real difference to their factories and it gave me great pleasure to present each of them with their Yellow Belt Certificates in May.

The majority of this team became part of a 5S team to drive workplace organisation in their areas to reduce waste and improve productivity. Four members of the team are now completing training for their Lean Sigma FMCG Green Belt. It is fair to say that Bradbury Group has the continuous improvement bug and are on the path to excellence.

Would you like to gain a qualification? – click here


It must be said that the concept of change management which LI were asked to bring in was a very big ‘ask’. Their work on the floor was very beneficial to change management. LI try to problem solve by using the workforce. This has to be done tactfully. They achieved it. They had the respect of the people on the floor and the management which is a major credit.

Peter Barnett, CFO, KR Castlemaine

Firstly, Reckitt Benckiser and LI pulled together to improve efficiency levels and there was a focus on both external and internal resources. Before LI arrived efficiency was not good. Secondly, there was good methodology and training using operators to support its implementation. Thirdly, there was daily and hourly focusing on performance. Since LI left, improvements have been sustained.

Bart Derde, Supply Projects Director (Europe), Reckitt Benckiser