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Business Reengineering Mgr / Manufacturing & Logistics Mgr /

Work Experience

An established Change and Operations Manager, with a proven record of creating Business Improvements across Commercial, Manufacturing and Logistical activities.

Operational and Project roles have generated major financial benefits and delivered performance gains across a broad range of KPIs.

Career History /Recent Assignments

European Sales and Marketing Restructuring project.
2003 to date

Designed and developed a project to reduce “go to market” costs by $3.5m by re-engineering the direct customer base from 5500 to 1500.
This results in a rationalisation of European office locations from 5 to 2, a reduction of warehouse locations from 4 to 2 and the transfer of smaller sales value or short lead-time customers to local distributors. Implementation has commenced for UK and will rollout across all European countries by end 2004.


Inventory Reduction Project Manager.
2002 to 2003

Achieved an $9m inventory reduction, representing a stock turns improvement of 35%. Covering the initial phase of research, through design of the programme and management of implementation until handover to “operations” for completion and ongoing ownership.

Reduced raw materials inventory by revising planning systems and delivery frequency, together with the introduction of consignment stocks from major suppliers. This generated savings of $4m (35%) and further $1.5m savings are in progress.

Rationalised the worldwide product range which eliminated 45% of SKUs and reduced finished goods inventory by $4m increasing annual profits by $0.5m.

Changed 30% of the product range with unpredictable demand to non-stock. Implemented a rapid response manufacturing process to give 24hr non-stock customer service in U.K. and 48hr in mainland Europe achieving >99%OTIF customer service. Inventory savings were $0.4m with further roll-out to $1.8m.


Project Manager Business Development 2000 to 2002

Designed and installed a worldwide Business Planning process for manufacturing costs, plant capacity, inventory and other working capital. This delivered a 3yr financial plan to the shareholders covering the need for capital investment to support sales growth, and highlighted the need for restructuring projects to control operating costs and cash.

Management of the design, development and implementation of a $3.7m cost reduction. This included restructuring plant capacity by rationalising shift patterns, reducing supervision and maintenance costs combined with a reduction in the overhead resource to slim down the operation from 800 to 700 people.

Transferred Chemicals and Paper production to UK. Additional freight and distribution costs were offset by setting up an improved manufacturing operation, thereby releasing the Australian site for sale generating a one off cash benefit of $1.7m.

Ilford Imaging

Business Manager Photographic chemicals.
1994 to 2000

Responsible for complete overhaul of a $10m turnover Manufacturing and Commercial operation to eliminate major problems of Failure to supply, Customer quality complaints, Accidents to employees and Breaches of Environmental & Fire regulations.

This required restructuring the management and support teams, changing the culture, setting new standards and goals, improving training and revising working practices to create flexible manufacturing capacity responsive to customer needs.

Key performance improvements were:

• Removed continual customer backorders raising service to an OTIF of 98%

• Reduced customer quality complaints in UK Chemical Plant by 60%

• Overhauled all working practices and created an effective infrastructure for safety reducing the employee accident rate by 90%.

• Eliminated risk of violations to Environmental discharge consents.



Ilford Ltd.
1971 to 1994

A series of Manufacturing and technical management roles, reporting to Director Level from 1986.

Principal challenges included Major capital investment programmes to increase capacity and rationalise production facilities. Investment in automation to reduce operating costs and improve labour productivity. Implementation of new pay and grading structures to recognise changing Business goals.

Education

Education

1968 to 1971
The University of Birmingham
B.Sc. Hons Physics

1965 to 1968
Ermysted’s Grammar School, Skipton

1961 to 1965
Percy Jackson Grammar School, Adwick le Street, Doncaster

Skills

Business process reengineering, including Business Analysis to identify new & practical solutions.
Project management to ensure effective implementation of changes.
Leadership and teamworking
Improving Customer Service and Total Quality Management
ERP and Just in Time Manufacturing
H&S and Environmental Management
Human Error Prevention
IT skills Microsoft office - Excel, Word and Powerpoint
Lotus Smartsuite - 123 spreadsheets, Wordpro, Freelance graphics

Languages

English

Other

Interests
Golf, Classic car restoration, and DIY

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