Hopefield Fab

A Message from Lord Pickles and Lord Blunkett, followed by Hopefield Fab's best practice article

The ability to listen and learn from one another has always been vital in parliament, in business and in most aspects of daily life. But at this particular moment in time, as national and global events continue to reiterate, it is uncommonly crucial that we forge new channels of communication and reinforce existing ones. The following article from Hopefield Fab is an attempt to do just that. We would welcome your thoughts on this or any other Parliamentary Review article.

Blunkett signature Rt Hon The Lord David Blunkett, MP
Pickles signature Rt Hon The Lord Eric Pickles, MP

www.hopefieldfab.co.uk

27HOPEFIELD FAB |
BEST PRACTICE REPRESENTATIVE 2019
Managing Director Gary McClung
The Ivy Restaurant, Tower Bridge – the contract
included an overbar gantry, moulded skirting, footrail
and tubular feature bar front all in antique brass
Based in Bolton, Lancashire, Hopefield Fabrications Ltd is
the industry leader in tailor-made metal bar tops, over-bar
glass racks, under-counter units and cocktail stations in the
UK. Hopefield have worked with a range of high-profile clients
in the hospitality and leisure sector, including The Ivy, Rick Stein,
JD Sport, JD Wetherspoon and Nando’s. Hopefield has a skilled,
hands-on management team that has more than 80 years’
combined experience in the metalwork industry. Managing
Director Gary McClung elaborates.
The three Rs – re-evaluation, restructure and resilience – are the central
contributing factors to the continuous growth and ongoing success of Hopefield
Fab Ltd. We have established a culture of organisation that is reinforced through
our typical family-owned and family-run values. We have an unrelenting dedication
to employee safety, job satisfaction and high standards. Creativity is encouraged
and flourishing talent welcomed.
We were awarded a corporate member spot on The Guild of Master Craftsmen
trade association in March 2018. The Guild of Master Craftsmen is the UK’s
most established trade association, representing skilled and rated tradesman,
craftspeople, artisans and other professionals who strive for excellence in
workmanship. In addition to obtaining this standard, we have also been shortlisted
in two categories at the 2018 Bolton Business Awards: “Business of the Year” and
“Manufacturer of the Year”.
FACTS ABOUT
HOPEFIELD FAB
»Managing Director:
GaryMcClung
»Founded in 2009
»Based in Bolton, Lancashire
»Number of staff: 18
»Apprentices: 4
»Hopefield Fab Ltd are industry
leaders in producing one-
of-a-kind metal bar tops,
over-bar glass racks, under-
counter units and decorative
handcrafted metalwork
Hopefield Fab
THE PARLIAMENTARY REVIEW
Highlighting best practice
28 | HOPEFIELD FAB
Through
maintaining an
order of
importance
with every job,
we have
managed to
create a
structured
service,
allowing the
company to
acquire and
complete an
ever-increasing
number of
jobs
Organisation
Through maintaining an order of
importance with every job, we have
managed to create a structured service,
allowing the company to acquire and
complete an ever-increasing number
of jobs. But it wasn’t always this way.
An evaluation of the efficiency of
processes and procedures four years
ago by our management team was
swiftly followed by a restructuring
of the organisational methods used.
Originally, the management team
would complete all the tasks required
in every individual job – from taking
the initial consultation phone call to
designing the product, manufacturing
it and travelling to install it.
Analysing the efficiency of the above
approach showed that it simply
wasn’t working. As a result, we
started delegating specific tasks to
certain people, changing production
massively. Consequently, our
employees have become specialists in
their own departments or with their
own machinery, increasing both the
speed of production and the quality of
the end product.
Communication
We understand how vital communication
is within the workplace, in order to
ensure a safe environment for all who
work there. Verbal communication within
the company will often be in the form of
open meetings, at which management
and employees will sit as a team and
discuss upcoming projects. One-to-one
meetings will take place where more
privacy is required, and written email
communication is used when necessary,
allowing the passing on of important
messages. Anything HR related will be
communicated via a written letter, to
ensure full understanding and privacy
and to provide both management and
employees with a paper trail.
Challenges faced and overcome
Finding quality staff who can cope
with the demands of the career
and who were diversely skilled to
produce products with varying metals
is difficult. The introduction of an
apprenticeship scheme has eased this,
allowing us to train up new employees
to our high standards. We are always
trying to push boundaries. Being
the first to try something new has
allowed us to overcome numerous
complex technical challenges in the
past, as a result of our research and
development.
Until 2016, we did not take part in any
external marketing for the company
or our products. Since then, we have
hired a PR and marketing company
that takes care of all of our news,
social media accounts and advertising.
This has had a direct impact in the
form of an expanding customer base.
Financial challenges
We have had to re-evaluate our input
and output continuously over the
previous four years to ensure maximum
returns. Our analysis of jobs showed
inefficiency, which prompted inward
investment in new manufacturing
process technology, equipment
and training that has resulted in a
significant decrease in manufacturing
costs on each job.
The Potting Shed, Harrogate
– we manufactured and
installed the seamless copper
bar top with bespoke front
nosingdetail
29HOPEFIELD FAB |
BEST PRACTICE REPRESENTATIVE 2019
A major financial challenge has also been
the lack of capital to fund upcoming
projects. As a means to overcome
this, projects relied heavily on invoice
financing. Thanks to years of hard work
and dedication, the company have a
capital that has enabled us to end this
system, so that now we only take an
upfront deposit payment of 30 per cent
with the rest payable upon completion.
How we achieved our success
Our biggest achievement to date has
been our growth and development,
with our turnover increasing year on
year. Our turnover more than doubled
between 2014 and 2017, from
£400,000 to £1,150,000.
Our ever-expanding client base is
directly attributable to our new
internet presence and social media
profile. We receive internet enquiries
on a daily basis, which result in orders
and ultimately new long-term clients
across the UK and into Europe. Our
dogged determination to push the
boundaries by embracing the latest
technology and developing new
techniques will cement our continued
presence in the industry sector.
The impact of our successes
on the industry as a whole
We are proud to be industry leaders
in this sector. We use the most
diverse range of materials of any
metal fabrication company in the
region and our ability to merge the
latest technology with traditional
craftsmanship, innovative thinking and
a wealth of experience has forged our
position in the industry.
Competitors either have to give up
or catch up – we have raised the bar
and set a precedent that other metal
fabrication companies have to follow,
thereby initiating continued change
in the industry. Our apprenticeship
scheme also provides a unique insight
into the industry for young people
wanting to undertake a career in
manufacturing, and one that they
won’t receive elsewhere. This insight
will help us build for the future.
Our ever-
expanding client
base is directly
attributable to
our new
internet
presence and
social media
profile
First world war medics
pulling a stretcher in the
Fusiliers Museum, Bury – the
feature was part of “Britain
in Bloom”
Where Hopefield Fab Ltd
are now
Where Hopefield Fab Ltd
want to be
Cost – how do/can we be
budget-friendly without
decreasing profit?
Industry leaders – how can
we ensure we are one step
ahead?
Differentiation – how
do/can we differ from
competitors?
Pioneering / initiative –
what can we do next?
Never settle
Clear strategic plans

www.hopefieldfab.co.uk

The Parliamentary Review Publication, in which this article originally appeared, contained the following foreword from The Rt Hon Theresa May MP.

The Rt Hon Theresa May MP's Foreword For The Parliamentary Review

By The Rt Hon Theresa May MP

This foreword from the then Prime Minister appeared in the 2018/19 Parliamentary Review.

British politics provides ample material for analysis in the pages of The Parliamentary Review. For Her Majesty’s Government, our task in the year ahead is clear: to achieve the best Brexit deal for Britain and to carry on our work to build a more prosperous and united country – one that truly works for everyone. 

The right Brexit deal will not be sufficient on its own to secure a more prosperous future for Britain. We also need to ensure that our economy is ready for what tomorrow will bring. Our Modern Industrial Strategy is our plan to do that. It means Government stepping up to secure the foundations of our productivity: providing an education system that delivers the skills our economy needs, improving school standards and transforming technical education; delivering infrastructure for growth; ensuring people have the homes they need in the places they want to live. It is all about taking action for the long-term that will pay dividends in the future.

But it also goes beyond that. Government, the private sector and academia working together as strategic partners achieve far more than we could separately. That is why we have set an ambitious goal of lifting UK public and private research and development investment to 2.4 per cent of GDP by 2027. It is why we are developing four Grand Challenges, the big drivers of social and economic change in the world today: harnessing artificial intelligence and the data revolution; leading in changes to the future of mobility; meeting the challenges of our ageing society; and driving ahead the revolution in clean growth. By focusing our efforts on making the most of these areas of enormous potential, we can develop new exports, grow new industries and create more good jobs in every part of our country.

Years of hard work and sacrifice from the British people have got our deficit down by over three quarters. We are building on this success by taking a balanced approach to public spending. We are continuing to deal with our debts, so that our economy can remain strong and we can protect people’s jobs, and at the same time we are investing in vital public services, like our NHS. We have set out plans to increase NHS funding annually by an average by 3.4 percent in real terms: that is £394 million a week more. In return, the NHS will produce a ten-year plan, led by doctors and nurses, to eliminate waste and improve patient care.

I believe that Britain can look to the future with confidence. We are leaving the EU and setting a new course for prosperity as a global trading nation. We have a Modern Industrial Strategy that is strengthening the foundations of our economy and helping us to seize the opportunities of the future. We are investing in the public services we all rely on and helping them to grow and improve. Building on our country’s great strengths – our world-class universities and researchers, our excellent services sector, our cutting edge manufacturers, our vibrant creative industries, our dedicated public servants – we can look towards a new decade that is ripe with possibility. The government I lead is doing all it can to make that brighter future a reality for everyone in our country. 

British politics provides ample material for analysis in the pages of The Parliamentary Review 
The Rt Hon Theresa May MP
Prime Minister