At Genuit Group, we help create a better, more sustainable built environment
Together, we create sustainable living
Genuit has sustainability at its core. For us, sustainability is not an after-thought, or something that comes after everything else has been taken into account
Our people are our greatest asset. Without their passion, dedication and talent, our strategic goals would be unachievable
We see transparency and regular engagement with investors as a key responsibility of a listed business
Joe Vorih
Chief Executive Officer
Pete Kalet
Group Head of the Genuit Business System
Our business systems
Embedding the lean transformation of the business and creating a culture of continuous operational improvement and excellence is at the heart of how we create value. The Genuit Business System (GBS) will enable the Group to standardise processes, share best practices and achieve benefits of scale, and will be at the core of our journey to achieving our medium-term >20% operating margin target.
The lean principles and methods behind GBS are well-established tools for driving higher returns and operational outperformance, and have been successfully utilised by some of the world’s largest industrial businesses. They are practical ways of working, designed to drive sustained operational improvements on the ground by reducing waste and increasing the value of output across the Group. Through GBS we upskill and empower employees to take ownership of problem-solving and decision-making. It provides a process-driven approach to driving improvements, efficiency and value creation, with a focus on creating practical solutions based on data, testing and refinement.
Adey’s site has been implementing the lean toolkit, including Value Stream Mapping, Plan for Every Part, running Kaizen workshops, and running daily management sessions. The improvements in processes, efficiencies and the removal of waste activity has yielded considerable benefits. The Sales, Inventory and Operations Planning (SIOP) process improvements have made significant savings in freight costs, as the business has relied less on expediting. The footprint taken up within production cells has reduced by 49%, which has been a key enabler for the integration of the Surestop activities onto the existing Adey site without any reduction in capacity. The engagement of our colleagues has been excellent, with almost a hundred improvement opportunities identified and implemented: with their energy and problem-solving skills, this will continue to yield benefits into the future.
Our Doncaster site has started a multi-year deployment of GBS, where early activity has enabled the site to maximise efficiency through detailed planning, enhance communications through daily management meetings and invest in a significant equipment refresh. This has enabled improved levels of customer service and a substantial reduction in past due orders, yielding both inventory and efficiency benefits. These early wins have provided a foundation for a continuous improvement mindset in the team.
Our Genuit Business System was applied to Nuaire’s core product range, which generated £15M annually. With growth plans to increase this to £22.5M and a 25-30% volume rise, we hosted a 4-day Kaizen event to achieve a 30% efficiency improvement. The site’s daily output rose from 8-9 units to 12 units in just 7 days.
Key GBS resources included daily visual management to drive improvement through problem solving, standard working for consistency, and line balancing to improve flow. We also implemented workplace organisation and mistake proofing to improve safety and efficiency as well as to reduce errors. We invested in brand new tooling for the entire production cell as well as new systems and a performance dashboard.
Our ambition was to relocate the PMS repacking operation and increase productivity to meet customer demand, as well as installing new water spider work benches. This resulted in £750k per year saving on fixed costs and reduction in item shortage due to increased output figures. The layout incorporated process flow, and the work benches were better designed for the employees, by the employees, resulting in increased output.
Key GBS resources included daily management to highlight then counter issues and standardised work practices to increase consistency and quality. Waste identification and observation improved line balancing and productivity, whilst 5S implementation improved safety. The investment of the new benches also helped productivity.
