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The business, based in Stockton-on-Tees, is a Japanese-owned company which designs and manufactures functional plastic parts predominantly for the automotive industry. Major customers include Ford, Toyota, Nissan and Honda.

The company had been through some heavy weather in the first part of this decade, accumulating £15m of losses between 2002 and 2006. It turned the corner in 2006, when it made a small operating profit of £42,000, and then built on its stronger foundations with a £2.82m operating profit in 2007.

Nifco UK’s strategic changes came about after the company devised a Business Excellence Model. Among the changes were: restructuring the organisation from a hierarchical structure to a matrix structure; the introduction of lean manufacturing; reducing headcount; training and development of the workforce; and ensuring quality systems were the benchmark.

Last year saw Nifco UK take its programme on to two crucial stages: developing strategies to improve the performance of the organisation; and engaging the workforce in developing the business.

There was a recognition in the company that it had lost its position in its marketplace and so it set out to correct that. With its stated ambitious vision of “Aiming to be Europe’s No 1 company in the field of functional plastic components”, it refocused on ensuring that customers’ expectations were met and exceeded.

Its sense of purpose seems to have paid off, as Nifco UK says it is now viewed by its customers as an excellent supplier. The effect of this has been winning new business worth £12m, while retaining existing business.

Visual management techniques were introduced on a large scale to aid communication and increase accountability at all levels of the organisation. The success of this element was particularly noted during the site visit for the Processor of the Year award judging.