Cosmetics Manufacturer Transforms Supplier Quality from 65% to 98% RFT

Executive Summary

A leading cosmetics manufacturer struggling with poor supplier quality and production delays partnered with us to streamline their supplier base and implement collaborative quality management. By reducing suppliers from 400+ to fewer than 200 key partners and introducing performance monitoring, they achieved a remarkable improvement in Right First Time rates from 65% to 98%, eliminating component-related line delays and saving £250,000 annually.

The Problem

The numbers told a stark story: only 65% Right First Time meant over a third of all deliveries were being rejected by Quality. For a business running on tight schedules, this was a disaster waiting to happen. With over 400 suppliers—including five label suppliers, two literally next door to each other—the chaos was clear. Without any mechanism to monitor performance, they couldn't tell which suppliers were stars and which were letting them down. Resources were being wasted managing an unmanageable supplier base whilst production lines ground to a halt.

The Solution

Understanding the problem before fixing it is key—you can’t improve what you don’t measure. We set up a simple performance monitoring system that quickly showed which suppliers were reliable and which weren’t.

Cutting suppliers wasn’t enough. We focused on building strong partnerships with the best ones. Together, we created a core group of key suppliers, offering premium pricing and regular work in exchange for consistent quality. By consolidating orders, it became a win-win.

Instead of traditional audits, we held collaborative events, visiting suppliers to work on solutions. We even invited them to see our client’s production lines firsthand to understand the real impact of quality issues and involve them in finding solutions.

Results

The transformation was brilliant:

• Supplier base optimised: Reduced from 400+ to fewer than 200, with 50 key accounts for priority products

• Quality skyrocketed: Right First Time improved from 65% to a consistent 98%

• Zero delays: Component supplier-related line delays eliminated completely

• Significant savings: £250,000 annual cost reduction through collaborative engagement

Life Sciences Org Identifies Significant Savings in Just 90 Days

Executive Summary

A leading life sciences manufacturer struggling with supplier oversight and audit preparation partnered with Affirm8 to implement The A-Grade Method. Lacking internal resources and expertise to tackle critical quality improvements, the client needed rapid cultural transformation. Through our 90-day cross-functional approach, the organisation achieved £662,000 in potential savings and 302 hours of time recovery, transforming from firefighting to flow.

The Problem

The client's quality team was stuck in reactive mode. Their supplier and audit functions had no oversight of needed improvements, creating a blind spot that threatened their regulatory standing. The area required immediate focus, but the organisation lacked both the internal resources and specialised skills to tackle these challenges with their current team structure.

This isn't uncommon in life sciences - teams often know something needs fixing but don't have the bandwidth or expertise to step back, analyse the situation properly, and implement sustainable solutions. Without proper oversight, problems compound, creating even more firefighting and stress for already overwhelmed teams.

The Solution

Rather than implementing another system or adding more procedures, we focused on what really drives quality performance: people and culture. We created a cross-functional working group that brought together different perspectives and expertise from across the organisation.

Our approach centred on understanding before fixing. Over the first 90 days, we conducted a comprehensive analysis to identify specific improvement areas. This wasn't about pointing fingers or finding blame - it was about creating clarity on what needed attention and building momentum for change.

Through collaborative working sessions, we helped the team understand a clear way forward. The cross-functional group became the engine for change, with representatives who could champion improvements in their respective areas. This collaborative approach ensured that solutions weren't imposed from above but developed and owned by the people who would implement them.

Results

The transformation was remarkable. Within 90 days, the cross-functional group had identified project improvements with a total potential saving of £662,000. Even more impressive was the immediate impact on team efficiency - they recovered 302 hours of time that had previously been lost to ineffective processes and firefighting.

These weren't just theoretical improvements. The team developed practical, actionable plans that could be implemented immediately, creating momentum that would continue long after our initial engagement.

Life Sciences Client Cuts Open Deviations from 280 to 15 in 6 Months

Executive Summary

A life sciences manufacturer facing MHRA audit concerns with 280 open quality deviations (60% overdue) partnered with us to implement daily direction-setting meetings and systematic deviation management. Within six months, they reduced open deviations to just 15 with zero overdue items.

The Problem

The audit results were a wake-up call. With 280 open deviations and over 60% overdue, the situation was spiralling out of control. There were genuine fears about potential MHRA repercussions, and senior leadership were experiencing sleepless nights wondering what would come next.

Understanding the problem before getting on and fixing things is crucial—if we don't understand the problem, how can we truly know if we fix it? The issues ran deeper than just numbers: communication was fragmented, ownership was unclear, and repeat deviations suggested systemic problems with root cause analysis.

The Solution

We tackled the problem head-on, keeping it simple and breaking down complexity to ensure clarity for everyone.

Week One - Immediate Action:

• Set up daily stand-up meetings focused on quality and direction
• Controlled new issues and reduced recurring problems

Strategic Analysis:

• Conducted a full SWOT analysis of deviations
• Identified quick wins and larger structural issues
• Maintained clear, ongoing communication

Long-term Improvements:

• Improved root cause analysis training to prevent repeat issues
• Restructured deviation ownership for smoother workflows
• Established weekly and monthly meetings to remove blockers
• Continued daily stand-ups to keep momentum strong

We love problem-solving—this project showed how well teams can succeed when everyone knows their role and works toward a shared solution.

Results

The transformation was remarkable. Within six months:

• Reduced open deviations from 280 to just 15

• Achieved 0% overdue deviations (down from 60%)

• Established clearer communication channels and metrics

• Improved deviation management organisation to empower the quality team

• Trained the entire organisation in root cause analysis techniques

• Significantly reduced repeating deviations through better problem-solving