ForFarmers UK, a leading agricultural feed company operating across the UK and Europe, has long recognised that operational excellence is not just about systems and processes, it’s about people. In a sector where margins are tight and change is constant, ForFarmers set out to build resilience, empower teams, and embed a culture of continuous improvement that would deliver both immediate and lasting benefits.

Unlocking the Need for Change

The journey began with a clear recognition: while previous Lean and Six Sigma training had delivered results, the approach was often data-heavy and statistically rigorous, sometimes missing the human element that drives real, sustainable change. As new team members joined and strategies evolved, it became clear that a more adaptive, people-centred approach was needed. The decision to partner with Turnkey Corporate was rooted in trust and proven results, with a relationship spanning over a decade. As Craig Rogers shared, “I know with John the knowledge and experience the training will work,” highlighting the value of consistency and expertise in delivering impactful learning 

Like many organisations, ForFarmers faced periods where continuous improvement efforts were paused due to headcount reductions, cash flow constraints, and shifting priorities. The absence of structured Lean activity was felt across the business, underscoring the importance of embedding Lean into the very fabric of the organisation. The goal became clear: to create a culture where Lean is not a one-off initiative, but a way of thinking and working, where every team member feels empowered to contribute ideas and drive change 

The Turnkey Solution: Built to Deliver

Turnkey Corporate’s approach went beyond traditional training. It involved designing and implementing projects that delivered measurable outcomes and lasting cultural change. ForFarmers’ three-phase programme included:

• Foundation Building: Interactive workshops introduced Lean, Agile, and Six Sigma principles, supported by workplace-based coaching. Delegates created project charters and identified key improvement areas.
• Real-Time Application: Teams applied problem-solving tools in live environments, with on-site coaching focused on behavioural change and sustainability.
• Celebration and Certification: Green Belt certifications were awarded, and success stories were shared across the business, reinforcing a culture of achievement and recognition 

Led by Trainer Brian Butler, whose 40+ years of experience ensured both rigour and relevance, the ILSSI-accredited training equipped teams with tools like DMAIC, SIPOC, Pareto, and DOE, while fostering a mindset of ownership and accountability.

Tangible Outcomes: Projects That Made a Difference

The impact of this approach is evident in the outcomes of five key projects, each driven by cross-functional teams and focused on delivering real business value:

1. Optimising Service Intervals: By reviewing and comparing calendar-based service intervals with actual machine run hours, engineers identified opportunities to reduce unnecessary servicing. This not only saved time and reduced costs but also ensured that maintenance was aligned with real-world usage, improving machine reliability and freeing up valuable resources.
2. Production and Storage Optimisation: Teams introduced dedicated finished product bins for high-volume “Runners” and streamlined production planning. This enabled longer, more consistent manufacturing runs, improved product quality, and enhanced responsiveness to customer requirements. The result was a more efficient use of storage, reduced downtime, and better On Time In Full (OTIF) performance.
3. Raw Material Handling Improvements: A focused review of raw material tipping processes led to significant time and cost savings. By reducing the average time to tip a load and increasing throughput, the team achieved a saving of over 38 minutes per load and increased tonnes per hour by more than 12. This translated into a cost saving of £0.25 per tonne and contributed to a reduction in the company’s carbon footprint.
4. Energy and Carbon Reduction Initiatives: By assigning specific product types to designated production lines and optimising energy usage, ForFarmers achieved annual energy savings of over £20,000 and a projected CO₂e reduction of 21,415 kg. These changes not only delivered financial benefits but also supported the company’s sustainability goals.
5. Empowering People Through Lean: Perhaps the most significant outcome was the cultural shift. Through interactive workshops, real-time coaching, and accredited training, individuals across the organisation were equipped to lead change. Every improvement was shaped by those closest to the work, fostering a sense of ownership and pride that continues to drive innovation 

Celebrating Success and Looking Ahead

The success of these projects is a testament to the expertise, collaboration, and commitment of ForFarmers’ people. Green Belt certifications were awarded, and achievements were celebrated across the business, reinforcing the value of continuous improvement. As Craig Rogers reflected, “You need to continually move. New people bring new ideas and needs. The cost of pausing improvement efforts is far greater than the investment required to sustain them.” 

ForFarmers UK’s journey demonstrates that operational excellence is not a destination but a continuous journey, one that requires investment in both people and processes. By embedding Lean thinking into daily operations and fostering a culture of ownership, ForFarmers has built a resilient, agile organisation ready to meet the challenges of today and tomorrow.

With internal champions now advocating for expansion, ForFarmers is planning to share these success stories across other sites and with Group Directors, ensuring that the momentum and cultural shift continue to grow.