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Interim manager

Work Experience

CAREER HISTORY:

MTA Business Consultancy 2003 (May) to date

Director
• Consultancy, specialising in Manufacturing/Service Performance Improvement. Projects undertaken included:
- Working with one of the large Supermarket retailers to remove time from their supply chain to ensure low shelf life produce is ‘fresher’ for the consumer.
- Value Stream mapping
- Workplace re organisation
- Assembly time reduction (electrical control cabinets)
- Factory layout design/relocation
• Interim assignments: Interim Operations Manager, Dairy Crest. The responsibilities/brief for this 5 ½ month contract included:
- Establish a plant risk analysis including contingency shortfalls
- Deliver plant utilisation improvements
- Manage the day to day stilton manufacturing facility (80 tn per week)
- Run one of the site capital projects (value £700k)


Smith & Nephew: 1996 to 2003

Operations Manager: Focus Products 2000 to 2003
• Manage one of two factories on site.
• Accountability for Customer Service (200 million units), HSE, Quality, Finance (£9m budget), People/Team development (300 people)

Achievements : Introduced different working patterns for factory line teams. Via a consultation process increased output by 30%. Customer backorders eliminated (£1.0m).


Production Manager: Adhesive Processing 1998 - 00
Casting and Bandaging 1996 - 98
• Managed department within a factory.
• Accountability for Customer Service (70 million units), HSE, Quality, Finance (£2m budget), People/Team development (100 people).

Achievements: Coached Shift Managers to run improvement activities on their shifts. Through this team approach removed £100k of cost. This coupled with other activities improved site margins by 2%.

Continuous Improvement Manager: 1996 - 98
• Co-ordinated site ‘Profit Improvement’ activity.
• Accountability for increasing involvement of first line teams in the improvement process and thereby improving site margins through saving generation.

Achievements: Carried out a thorough review of skill sets on site. Took 100 people through problem solving training. This resulted in improvement activities generating £450k of savings in the year and an open day, run by the teams, highlighting the results achieved.


BPR Project Manager: 1996
• Lead a project to establish a step change in manufacturing performance on the Hull site.
• Accountability for establishing Key Performance Indicators for the business to drive manufacturing activity.

Achievements: Carried out feasibility studies on site to establish benefits of raising performance. Of the £4.5m opportunity arrived at, £1m delivered over an 18 month period as a direct result of Improvement Team facilitation.

HJ Heinz Co Ltd: 1986 - 1996

Group Manager: Bean Centre, Wigan: 1994 - 96
• Managed the filling and sterilising operation of 6 filling lines.
• Accountability for Customer Service (150m units), Quality, HSE, People/Team development (60 people), Finance.

Achievements: Actioned various line modifications to improve sauce yield by 100%. A £200k saving was made in the first year.

Asset Improvement Manager: Bean Centre Wigan: 1993 – 94
• Managed a team to step change the performance of a capital-intensive filling line.

Achievements: After the major losses were identified, action teams were established to implement improvements. A 20% improvement in the line utilisation was seen after a 3-month implementation plan.

Shift Leader: Bean Centre, Wigan: 1992 - 93
• Co-ordinated via peer group, the shift activity on site.
• Managed the filling operation of 6 filling lines.
• Accountability for Customer Service, Quality, HSE, Finance, People/Team development (12 people).

Area Manager: Bean Centre, Wigan: 1990 - 92
(As above less shift co-ordination.)

Section Manager: Pasta Centre, Harlesden 1989 – 90
• Managed the filling operation of 2 filling lines.
• Accountability for Customer Service, Quality, HSE, Finance, People/Team (10 people).

Assistant Engineer: Pasta Centre, Harlesden 1988 – 89
• Managed preventative maintenance system for two high-speed canning lines.
• Accountability for Maintenance ways of working review and Improvement.

Area Planner: Canned Good Packaging, Harlesden 1986 – 87
• Planned and scheduled maintenance in a canned goods packaging environment.

Simon Rosedowns Ltd: 1979 - 1983

Assistant Planning Engineer 1983 – 86
Fitter 1983
Apprentice 1979 – 83

Education

EDUCATION & QUALIFICATIONS:

Hull College of Further Education 1979 – 85
ONC Mechanical Engineering
HNC Mechanical Engineering: Specialism – Production Engineering


Luton College of Further Education 1987 – 89
HNC Business and Finance: Specialism – Industrial Relations


TRAINING:

HSE: IOSH qualification
Employment Law
Finance
Continuous Improvement Techniques:
Value stream mapping
‘5 S’
TPM
SMED etc.

Languages

Spoken French

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