Project Outline
WH Davis is a rail wagon manufacturing business based in Shirebrook. Historically, the company produced bespoke rail wagons in relatively low volumes. Over recent years, however, the business has secured significantly larger and more frequent orders from a wider range of customers.
This growth placed increasing pressure on existing production planning, coordination, and prioritisation methods. As order complexity and volume increased, WH Davis identified the need for a more structured project management approach and greater visibility across production activities.
The Managing Director commissioned the introduction of a Whiteboard Control Room, supported by a clear project management framework, to improve delivery confidence, coordination, and control across all client orders.
Key Information
| Project | Whiteboard Control Room |
| Client | WH Davis |
| Services | LEAN Specialist – Continuous Improvement – Project Management |
| Duration | July 2025 – December 2025 |
Our Service
Mercury3 Consult were engaged to design and implement a Whiteboard based Control Room and introduce visual management and project management principles aligned to WH Davis’s operational needs.
Using a simple four-phase lifecycle approach – familiarisation, design and installation, application and embedding, and launch – Mercury3 Consult worked closely with the leadership and operational teams to ensure the solution was practical, understood, and fully adopted.
Our service included:
- Designing and implementing a Whiteboard Control Room tailored to WH Davis’s production environment.
- Introducing a structured project management framework for live client orders.
- Applying Lean and visual management techniques to improve clarity and coordination.
- Supporting senior leaders to embed the new approach across the wider business.
The programme was delivered over five months, allowing time for testing, refinement, and continuous improvement before formal launch.
As part of our work with WH Davis on the Control Room project, we worked closely with the team to support the changes required to improve day-to-day operations. From the outset, the team demonstrated strong motivation and a willingness to engage with new ways of working. Their collaborative approach to problem‑solving was a key factor in developing practical, joint solutions, helping to ensure client orders are delivered on time and to the highest quality standards.
Trevor Marshall
Managing Director, Mercury3 Consult
Key Achievements
Successful design, installation, and launch of the Whiteboard Control Room.
Improved visibility of production status, priorities, and constraints across the business.
Clear ownership and accountability for project delivery.
Enhanced communication and collaboration between teams.
Increased transparency from raw materials through to finished products.
Greater confidence in meeting client commitments on time, quality, and budget.
Strong engagement and buy-in from the senior leadership team.
Mercury3 Consult delivered exactly what was asked. The implementation of the control room and supporting processes was carried out professionally and on time. Trevor and the team engaged the team and ensured buy-in, taking them on the journey.
Andy Houghton
Managing Director, WH Davis
