The Jeld Wen Manufacturing Award

Who we are - The Lowestoft manufacturing plant where we import, mill and treat our raw materials.

HISTORY - In 1999 JELD-WEN Inc, the privately owned worldwide joinery manufacturer, purchased the former John Carr and Boulton & Paul companies from the Rugby Group to form JELD-WEN UK Ltd. Since the purchase JELD-WEN is making it's mark on the UK and aims to be the market leader of choice for doors, windows, and stairs.

JELD-WEN USA - In 1960, JELD-WEN began as just a small Oregon millwork plant with 15 employees. During those early days, we established a culture based on inspired vision, thoughtful planning and diligent craftsmanship. This culture has helped us become a well respected company with over 150 divisions and more than 20,000 employees worldwide.

Reliable products, reliable company - We’re a leading international producer of windows, external and internal doors, patio doors, garage doors and stairs. We offer the largest range in the UK, and our products enhance thousands of homes across the country. Our commitment to quality is obvious in every item we manufacture – in their superb appearance and long-lasting performance. And we make sure this quality is readily available, through our nationwide network of suppliers.

Taking our responsibilities seriously - Fully aware of our obligations towards the environment, we manage natural resources carefully, and follow strict procedures on waste management and recycling, air and water emissions, and indoor air quality. We encourage our staff to look for ways to make our operations and products as environmentally friendly as possible – and we know our success depends on running a responsible business.

Jeld Wen Manufacturing Award

In recognition of an organisation showing evidence of significant improvement in productivity through the application of best practice in manufacturing and/or building and construction management technique.

The judges will be looking for evidence of success in the following broad areas:

• A careful analysis of operations to identify and prioritise areas for improvement.
• A plan for action with assigned ownership of improvement activities.
• Involvement of staff at all levels with appropriate training and facilitation to empower staff to identify and implement improvements.
• Effective implementation of a range process improvement or ‘Lean Manufacturing and/or Construction’ techniques.
• Significant measured improvements in performance leading to a substantial overall increase in productivity.