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IE NEW Leyland Vehicles structure, which will save the cornny in the region of £40 million a year, brings the British Inufacturer nearer to its European competitors in productivterms. But it still has some way to go.
Of Leyland Trucks' 10,000 remaining employees, about 3,000 ll be engaged on chassis construction, with as many again related activities. The company expects to produce around ,000 vehicles next year; in simple terms this means 3.5 hides per person engaged.
While this figure is an improvement on current productivity, 'ails short of that of other large manufacturers by 2.5 vehicles r capita. Nevertheless, a start has been made and Leyland s recognised that it has too much capacity.
It has taken the new management team six months to identhe problem and formulate and implement its action plan. is suggests that now LV really means business. Its emDyees must recognise that there is still a lot to be done. istomer confidence and loyalty have been badly eroded. oductivity has not matched that of its competitors, but the oduct has.
The British industry needs a strong Leyland. Its destiny is iwin the hands of the workforce. It must recognise that there only room for improvement.
The management has a very clear objective — profitability to achieved within two years. It iII take 100 per cent effort by I 10,000 in order to achieve this.