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Interim Manager

Work Experience

Mar 01 – Date Independent Interim Manager driving through good manufacturing practice and change management, implementation of systems and controls ultimately making the facility more efficient and effective with a significant improvement in quality.

Lyons Seafoods Ltd Interim Production Manager
Rayner Foods Ltd Interim Quality Control Manager
Cumbrian Seafood’s Interim Production Manager
Hazelwood Pizza Interim Shift Planning Manager
Glanbia Consumer Meats Interim Despatch Planner
Telfer Foods Interim Dispatch Manager
Giles Foods Technical project.
Glanbia Consumer Meats Interim Despatch Planner
Ixxy’s Bagels Interim Production Manager


Apr 77 – Mar 01 Geest Plc.

Nov 97 – Mar 01 Geest Plc. – Saxon Valley Foods
Manufacturer of Recipe Dish and Soup Products
· Planning Variance & KPI Manager reporting to factory manager
· Setting up systems for recording and reporting Key Performance Indicators such as wastage, production yields, labour usage and production efficiencies.
· Improved material variances from negative £6500 to positive £6000
· Negotiated contract to supply temporary labour, booking temporary labour, checking invoices.

Nov 97 – Nov 98 Geest Plc. – Saxon Valley Foods
Manufacturer of Recipe Dish and Soup Products
· Shift Manager
· A key member in the start up of a new factory.
· Setting up Good Manufacturing Practices and training the team in quality assurance practices and procedures.
· Ensuring production is completed on time and to correct volume is made
· Member in team of 6 managers selecting and training production 180 workers.
· Writing training manuals and training schedules for all operatives.
Sept 95 – Nov 97 Geest Foods Plc.
Vegetable Preparation Goods in area
· Planning and Variance Supervisor
· Ensuring quality and correct quantity of goods received
· Checking ‘goods received notes’
· Monitoring yields and wastage
· Monitoring and reconciling stock levels
· Ensuring production have required materials in plenty of time
· Supervisor in charge of material, labour control and hygiene.
· Improved material variances from a negative £3500 to a positive £2500
· Liased with engineering to modify machinery in order to make a saving on wastage of an estimated £18,000 per year
· Negotiated a contract with a supplier to buy empty cardboard boxes reducing wastage and increasing profit for the company.




Apr 93 – Sept 95 Geest Foods Plc.
Manufacturing Coleslaw and Chilled salads
· Planning Supervisor
· Liasing with external and internal customers in order to create realistic order forecasts and strengthen the working relationship.
· Producing weekly and monthly forecasts for production managers.
· Forward forecasting for peek periods using information gained from customers regarding volume increases.
· Capacity planning for different combinations of filling lines to reflect current and proposed future requirements.
· Setting up Key Performance Indicators
· Responsible for ensuring sales orders are entered onto MRP system
· Responsible for ensuring ‘picking sheets’ are available when needed

1988 – Apr 93 Geest Foods Ltd.
Manufacturing Coleslaw and Chilled salads
· Production Planner
· Set up of planning the daily production for 10 filling lines in one factory and 4 filling lines in a second factory.
· Ensuring accurate daily stock take
· Optimising the production plans to ensure maximum production efficiencies and ensuring customer service.
· Issued ‘work to’ lists, recipes and Gantt charts for all production areas

1979 – 1988 Geest Foods Ltd.
Manufacturing Coleslaw and Chilled salads
Team Leader – Twilight Shift
· Responsible 2 or more high speed filling lines (5-7 staff on each) ensuring production targets are fulfilled.

1977 – 1979 Geest Foods Ltd.
Manufacturing Coleslaw and Chilled salads
Production worker – Twilight Shift
· Gaining experience in all production processes from vegetable preparation (sorting, trimming, dicing and slicing)
· Cooking potatoes and pasta. Mixing coleslaw and chilled salads.. Working on filling and packing lines.

1976 Geest Pre-Pack
Fruit and Packing
Production worker – Twilight Shift

1975 Smedley Foods
Producers of canned and frozen foods
Food Processor – Twilight Shift

1973 – 1975 Career Break for child bearing

1972 – 1973 Geest Nurseries
Producers of pot plants
Nursery Worker

1972 – 1973 Tesco Supermarket
Checkout Operator / Butcher

Education

Not Relevant

Skills

NVQ level 3 in Supervisory Management – work based management qualification in :-
Maintaining services and operations
Contributing to the planning monitoring and control of resources
Contributing to the provision of personnel and to create and enhance productive working relationships.
Contribution to the planning organisation and evaluation of work
Contribution of the training and development of teams
Finance training course on cash flows, variances, costings’, profit and loss.
The management of health and safety
COSSH
RIDDOR
HACCP
Stock control
Competent communicator on all levels
Advanced knowledge in Microsoft Excel, Word, PowerPoint and Access
Trained in presentation skills
Certified trainer
Basic food hygiene
Knowledge of MRP systems

Languages

English

Other

Career Profile

I was promoted to Team Leader on the twilight shift (5-finish) in 1979 leading a team of 7 staff, training them in all of the processes. I completed training in First Aid, Food Safety, and Health and Safety in this period. The pre-pack department asked my manager if I could be released for three months during the winter to supervise the pre-pack department where I was left in charge of the department. I was responsible for 25 personnel. I left the twilight shift in 1988.

In 1988 I moved into full time employment (6-2) and was asked to take over the production planning which had up to now been done by the production managers. I developed the production planning from ‘work to order’ to a system where I was making use of the shelf life and making some products only two or three times a week this increased production efficiencies. I became more proficient using a computer and taught myself to write macro’s to make the spreadsheets more user friendly. I also developed it to produce ‘work to’ lists for production, print recipes, and issue material requirements. As the job was growing I was given two people to train so that I could continue to develop and optimise the planning.

In 1993 I was offered promotion to supervisor and accepted it. The team had now grown to 5 and had taken on labour planning, Key Performance Indicator monitoring, control of agency staff and reporting production efficiencies. Whilst supervising the daily production plans I was now producing weekly and monthly forecasts. I liased with the technical and sales managers to make slight changes to some of the recipes in order to cut down the number of different mixes and increase production efficiencies further. In 1995 I moved on to the role of veg prep planning and variance supervisor.

September 1995 was a time for new challenges for me as my main focus had changed prom planning back to production and my introduction to material variances. My first task was to look at material control. I started with organising the chiller area improving the layout of stock, which improved access and material control by improving stock check accuracy. I then wrote down a list of procedures and ensured that they were followed. I also wrote a Capital Expenditure Proposal for a new scale for weighing dolav’s. With new controls in place the weekly material variance improved from a negative £3500 to a positive £2500 in three months. I also negotiated a contract with a supplier to buy empty cardboard boxes. After gaining control of materials I moved into the veg prep area to supervise the 7 teams of between 40 and 60 workers. My tasks included appraising team leaders, assessing training and disciplining when necessary. Whilst supervising in the area I wrote a detailed report on machine wastage. I took this further by liasing with engineering to modify the machines, which made a saving of 3.4% or 347 tonnes of material with a cost of £18,000 per year. In November 1997 I applied for a position as production supervisor at a new factory that was being built.

In November 1997 I took up a position as production supervisor at Saxon Valley Foods, a new subsidiary of Geest Foods. I started this position by joining a team of 2 production managers and 3 more supervisors to interview, select and train 150 workers. I also had the task of writing training manuals and job specifications. In 1998 I was asked (because of my past involvement) to go into the planning department to set up and monitor key performance indicators (labour, waste, yields and give-a-ways) and to sort out problems with the weekly material variances. I improved the material variances from a negative £6500 to a positive £6500 by ensuring that procedures were adhered to. I also took on the task of selecting a temporary agency and control of agency workers.

In March 2001 after 24 years with the same company I decided leave Geest Plc. to go interim assignments to widen my horizons and broaden my experience.

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