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PART FIVEQuestions 31-40l Read the article below about a manufacturing company.l For each question (31-40) write one word in CAPITAL LETTERS on your Answer Sheet.l There is an example at the beginning (0). Company focus -PWT Within the Telcar group, PWT maker of energy management systems, is a small player and as (0) has little influence over broad group strategic direction and resources allocation. (31) this, the company can point to a history of operational excellence on (32) it has built up a 30% market share under the nose of competitor Blacktons. Success has been hard won. Before 1990, the main plant, which accounts (33) three-quarters of company turnover, made its products in traditional mass-production push- mode- building batches for stock to complex schedules and forecasts. Lead times were long, even (34) the warehouse was always bulging with stock, and customer satisfaction was low. A substantial loss in 1995 finally resulted in PWT making fundamental changes in order to survive. Taking a collective deep breath, it moved to stockless production using JIT (just-in-time) principles and production cells in place of the previous assembly line. (35) sooner had it done so than it began to see dramatic results, e.g. lead times slashed from six weeks to three days. Without forecasting and scheduling materials control became massively simplified. (36) really enabled PWT to compete (37) equal terms anywhere in the world were its unbeatable lead times and consistent quality. So efficient had the company’s practices become (38) in 2004 it moved production to a new site with no downtime, meaning that (39) even a single order was missed. The next phase? The company is now engaged (40) introducing a redesigned range. In the group context, it’s as a centre of manufacturing excellence that PWT can keep on punching above its weight. 31. 32. 33. 34. 35. 36. 37. 38. 39. 40.

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