Example Cases

Learn valuable lessons from these organisations:

Eastman Kodak

Employee suggestion scheme helps reduce inventory

At Eastman Kodak, a leading US manufacturer of photographic equipment, individual ideas submitted to their `bright ideas` programme for reducing inventory were responsible for $8,000,000 worth of implementable programs. An individual received a $25 certificate, regardless of whether or not the idea was implemented.

British Steel Strip Products - Coated Products

Employee Suggestion Scheme in the steel industry

British Steel Strip Products, Coated Products Group, is a multi-site organisation with headquarters in Shotton and an employee base of some 2000 in 1997. As part of the continuous improvement culture, employees are encouraged to make suggestions of ways to improve the way the organisation works. A revamp of the continuous improvement system and a campaign increased the number of suggestions sevenfold. The organisation's target level of an average of just over one suggestion per employee per year was almost reached at the time of writing. An annual awards ceremony is held to give recognition to employees adjudged to have tendered the best suggestions in various categories.

Boots Contract Manufacturing

Suggestion Scheme: Increase in numbers of suggestions

Boots Contract Manufacturing actively seeks input from employees. Participation in its scheme by the 3,000-strong workforce increased from under 1,000 suggestions in 1993 to over 1,000 in the first seven months of the 1995 year - ideas that had already saved the company £180,000.

Rover Group

Suggestion Schemes - generate staff satisfaction

Suggestion schemes were seen as a key element in helping Rover to improve its performance. Rover found that increased involvement in the suggestion schemes was achieved through backing these with a points system. Across the Rover Group there was a 250% involvement, however the firm was aiming for 5,000 % involvement i.e. one idea per employee per week which was considered to be world class. Rover delegated the authority for accepting on rejecting suggestions to local management, improving responses and reducing bureaucracy. Team based suggestion schemes were believed to be a powerful means of generating employee satisfaction. As Rover moved towards a fully empowered workforce the actual level of staff involvement was far higher than could be attributed directly from the suggestion scheme. Hence although the suggestion scheme could eventually become redundant Rover found them to be a very powerful tool.

Anonymous - Large multi-national automobile manufacturer

International transfer of a suggestion scheme

A US based multi-national automobile manufacturer implemented a suggestion programme in five of its units located in Brazil, Mexico, Portugal, United States and Canada. The development of the programme involved six elements: process design, administration, training, promotion and marketing, management commitment, and rewards. The company viewed the scheme as a critical element of its quality improvement strategy and as an example of a `best practice` that could travel across its different units. To achieve high levels of visibility and participation extensive use was made of internal marketing materials, including audiovisuals, focused prints, and other promotional items. All employees were informed of how the programme worked, the personal benefits, and its impact on the company. Although the scheme was US designed, a study in 1999 found that the nationality of teams had not influenced the number of ideas approved and that a similar number of ideas had been approved from teams of different nationalities.

Design Mobel (NZ) Ltd

Suggestion Scheme: Suggestions through notice boards

In 1998, Design Mobel (NZ) Ltd, a well established company that designs, manufactures and markets (70% export) fine quality furniture placed suggestion boards around the floor and updated them weekly. The outcomes of suggestions were also placed on the boards so that staff became aware of actions being taken in response to their suggestions. The company won the 1998 ` New Exporter of the Year Award` representing the region where it located. It also won 16 major design awards between 1995-1997.

British Gas Corporation

Suggestion Scheme: rewards for unsuccessful suggestions

In 1995 British Gas planned to offer scratch cards with cash prizes of £1, £2, or £5 to employees whose suggestion scheme ideas are rejected in a bid to encourage more people to put forward ideas. Employees whose ideas are accepted receive higher rewards. Scratch cards were initially to be offered to the 25,000 people working in TransCo, the transmission unit of British Gas. Employees in the unit were to present their suggestions to their immediate line managers who had three days to decide whether the suggestion was practical. Any serious suggestions rejected would give the originator the chance of a cash bonus through the scratch cards. In 1993, British Gas rewarded £75,000 to employees whose suggestions were successfully implemented. The financial benefit was £1.8 million. In 1994, one employee suggestion alone saved British Gas £4.4 million.