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Charles Horrell Ltd - News & Notes

extension The factory
The side building has been extended along the footpath
The Factory in Moor Road

Extract from an obituary 1921
The bearers were the following foremen from Messrs. C. W. Horrell Ltd.:- Messrs Herbert Mackness (clicking), W. Dunmore (lasting), E. Wood (finishing), and F. Newell (stockroom).

The Rushden Echo, 22 December 1961, transcribed by Jim Hollis

Overtime Prospects Good For New Year - Firm has busy days ahead

The Rushden shoe firm of C. W. Horrell, Ltd, is a firm which understands its workers’ attitudes and goes out of its way to eliminate doubts about management policy.

When any situation arises which will involve special action and disturbance of routine working within the factory, a news-sheet is distributed among the operatives to tell them what to expect and why.

Knowing the reasons behind new proposals and reassured that all is well, the employees respond enthusiastically and the management achieves its aims without difficulty.

It is easy just to give out orders, however strange they may seem to others, and sit back waiting for results. To receive such orders is a different matter, for the wrong guess about the firm’s future policy can cause all sorts of doubts and unsettle a person’s mind.

“We think it is better to let everybody know what we are doing,” Mr. John C. Horrell, chairman of directors, told a reporter. “That way they have greater confidence and they know they are working for a definite purpose.”

As a result of a special visit to America by Mr. M. C. Knowles, managing director, and an attack on the U.S. market for orders, the past two months has produced more shoes for America than the previous year’s total output to that country.

Orders in 15,000 lots make a great impact and when a customer asks for a four weeks delivery period something drastic has to be done.

Problem

Faced with the problem of cutting down the normal 12-week period and concentrating all effort on to such an order, the management decided to lay off clickers for one day a week to avoid too great a build-up in the early stages, kept the closers working more or less normally and pushed the other operatives at a hard pace, with many hours overtime.

Before any of this policy was applied, the firm explained to all the workers the urgency of the situation and just why it was taking this action.

Afterwards one of the clickers stopped Mr. Knowles in the factory and thanked him for the explanation. He might have thought that his short time meant there were fewer orders, he said but now he realised what was happening and he had no doubts or fears for his future.

Overtime

More orders have come in and most workers in the factory can expect plenty of overtime in 1962.

In May Mr. Horrell and Mr. Knowles will make a Continental visit looking for new ideas and new outlets for their goods. Their ideas will not be from big shoe fairs in the various European capitals but from the shoe-making areas of France, from the French equivalents of towns like Rushden, Raunds, Wellingborough and Kettering.

In the actual manufacturing towns, Mr. Horrell believes there are many useful tips to be picked up and with Britain hoping to enter the Common Market the more advances in technique that can be made, the better.

The Rushden Echo, 3rd August 1962

Horrell's Improvement

A girl in the shoeroom of C W Horrell Ltd (Rushden, takes a pair from the firm’s new conveyor belt between the finishing room and the packing department.

The belt, recently installed, was made by company engineers and has been working on test since Easter without fault. The belt is the first stage in Horrell’s conveyor scheme for the factory.

the new belt system
Undated and untitled newsclip, c1973

Outlook rosy for Horrell's
BANG ON target and in some cases even above it. That is the happy position of Charles Horrell Shoes Ltd., of Rushden, find themselves in for the second half of last year.
Commented chairman John Horrell at the company's bi-annual conference at Crick earlier this month: "It has been an extremely successful year, even more so considering the extremely complicated internal re-organisation we have been through."
Salesmen from all over the United Kingdom attended the conference where for the first time, they met Horrell's new marketing and export sales manager, Mr. John Holland, who will be responsible for spearheading the company's export drive in the Common Market.
Mr. Horrell said: "This new appointment emphasises our intentions of expanding the export side of our business not only within the Common Market, but also in Commonwelatrt countries."

Remarkably
Reviewing sales outlets during the past year, Mr, Horrell said that major sales outlets were now the men's outfitters with a ratio of 70-30 in the London area and 55-45 for the rest of the country. As more and more retailers were now accepting Horrells fashion shoes, they could see the gap steadily narrowing.
Horrells has also installed a computer to deal with stock control and accounting. "In fact without re-organisation and modernisation we are looking forward to an even more successful 1973," said Mr. Horrell.
"Our increased concentration on fashion shoes has proved remarkably successful and within the next month, we will be showing another nine new designs to our customersthey were introduced at the conference.


Evening Telegraph, 21st April 1976

Charles Horrell - Factory for Auction
A SHOE factory and its contents go up for auction next month after attempts to sell the building have failed.

The factory in Fitzwilliam Street
The factory in Fitzwilliam Street
A firm date for the auction of the Charles Horrell factory in Fitzwilliam Street, Rushden, has yet to be fixed but it is expected to be sometime in the second week of May.

A spokesman for the Receiver said today that they had been trying to sell the building but no offers had been made.

Machinery which had been on hire has been returned to the owners.

The factory closed at the end of February following an announcement earlier that month that the company had financial problems.

Eighty shop floor workers were told there was only three weeks' work for them before they would be made redundant.

After the factory closed, the Receiver started selling off shoe stocks left in the warehouse but that too closed after three weeks in mid-March.

The decision to auction the premises was made after attempts to sell it as a going concern failed.


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