Westinghouse, a major manufacturer of brakes and door control systems to the rail industry, works closely with its 400 or so suppliers to ensure that there is a simplified supply chain. Around 40% of its costs are in the bought-in materials and there is a constant struggle to balance cost control with quality products in a highly competitive environment. Since 1995, the company has moved from a position of conflict over price/quality with its suppliers to one of a win/win situation through a programme called ‘IMPACT’ (Improved Manufacturing Performance through Active Change and Training). On a series of 6 monthly weekends, a dozen participants from different companies meet up to work on a project concerned with Westinghouse’s manufacturing processes, sharing ideas and getting practical experience. Their results, which are tested on site, are presented to senior management. The benefits were two-fold. It provided an opportunity for joint problem-solving, which led to a closer working relationship and greater learning about mutual objectives. It also led to successful cost analysis. For example, the replacement of a bespoke component by a standard component reduced the delivery time from 20 weeks to 8 days and saved over £150,000. The programme was initiated by Phil Brittain, head of company improvement, which includes personnel and training. He had been acutely aware of the need for training and development to underpin all improvement activities which would lead to an increased return to the business. By providing a vehicle for both sides to learn, it has led to substantial benefits for both the suppliers involved and the company and was an Award Finalist in the 1997 National Training Awards.