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Interim manager

Work Experience

Comprehensive hands on experience in manufacturing and operations management with successful, first hand experience of turn around situations, improving organisational effectiveness and leading cultural change. A motivator of teams, skilled in delivering improvements via leadership and continuous improvement, operated at Board Level for 16 yrs.

OPERATIONS DIRECTOR - NEVILLE JOHNSON OFFICES LTD, MANCHESTER 2001 -2004
Invited to join, Direct Sales Company, design, manufacture and installation of bespoke homes offices
Increased gross margin from 52% to 59%, turnaround of a £0.45m loss to a £1.2m profit 2 yrs.
Re-engineered 5 product ranges and price books to a single platform, facilitating efficiencies across all areas of the business.
Developed and implemented an integrated business control system operating from lead generation of orders to installation, including electronic costing and remote access.
Re-engineered factory layout, implementing cellular manufacture and set up of team working.
Initiated quality improvement programmes which led to first time fit rates improving from 54% to 85% on a weekly basis.

INTERIM MANAGEMENT - INTERNATIONAL AND UK ASSIGNMENTS 2000-2001

Evertaut, Darwen, interim management cover for Operations Director 3 months
Invensys, Brook Crompton, Poland, providing advice, support and project management for the restructuring of personnel policies, payment systems. 6 months

GROUP DIRECTOR MANUFACTURING - STOVES GROUP, MERSEYSIDE 1989-2000

Invited to join MBI, Manufacture and marketing gas and electric freestanding and built-in cookers.
Directed group manufacturing operations from MBI through to successful listing on the London Stock Exchange and beyond as a PLC.
Turned around a loss of £3m to a profit of £5.8m, increased sales from £17m to £90m.
Implemented a 5 yr plan, focus on sales and profit growth, brand development and enhancement of manufacturing capabilities.
Transformed the process and created the most flexible cooker manufacturer in Europe.

DIRECTOR AND GENERAL MANAGER - VALOR NEWHOME, MERSEYSIDE 1988-1989

Headhunted in, Manufactures and markets gas freestanding domestic cookers and gas fires.
All business operations, successfully restructured activities within 12 months prior to sale.
Led the negotiation and sale of the cooker business to a management buy-in team.
Implemented a redundancy program for 100 staff, with no loss of time with disputes.

MANUFACTURING MANAGER - ROVER GROUP BIRMINGHAM 1978-1988

Joined as Student Apprentice, Power train division, specialists in gear development and transmission.
Managed the division that generated revenues of £100m, supplying assemblies to the group.
Rapid promotion through production management after completing student apprenticeship

Education

1978-1982: Bsc. Honours Aston University, Engineering
1984-1986: Graduate development scheme, Warwick University, Manufacturing Systems
Communication & presentation skills, business finance, health and safety, risk assessment
It literate self taught Microsoft Access, Excel, word, Publisher, Power Point

Skills

LEADERSHIP

Led turnaround from £0.45m loss to £1.2m profit in 2 years, restructuring operations generating 5% improvement in Gross Margin.
Directed turnaround of a £3m loss to a £5.8m profit, led from inception the development and implementation of the manufacturing strategy.
Delivered a 5 fold increase in output, facilitated 100% improvement in labour efficiency and led the recruitment and training of 500 new jobs.

CHANGE MANAGEMENT

Created a just in time facility capable of producing to order in a batch size of one, reduced inventories and increased response to customer demand.
Transformed and modernised working practises in a heavily unionised environment developed a team structure with single status and harmonisation for all employees.

CONTINUOUS IMPROVEMENT

Established a continuous improvement culture embracing the total workforce, developed philosophies and communicated to all ensuring uniformity and consistency.
Initiated a supply chain development programme for 76 suppliers and £45m purchases, set up line side Kan Ban on all supplies and reduced raw material inventories by 50%.
Pioneered the development of cellular manufacture, set up 40 independent cells supporting mixed model production, and reduced lead times by 80% and failures by 90%.

PROCESS RE-ENGINEERING

Re-engineered metal forming and finishing on a just in time basis, developed the worlds first high speed disc application for enamel, reduced set up times by 90% and failures by 80%.
Developed an effective schedule system enabling each cell to plan and record the progression of customer orders in real time, eliminating the need for the planning department of 20.
Re-engineered 5 product ranges and 5 price books to a single platform, facilitating efficiencies across all areas of the business.

BUSINESS DEVELOPMENT

A member of a management buy in team, which resulted in a successful listing to the London Stock Exchange, voted D.T.I. board of the year 1998.
Established Stoves as brand leader in a UK domestic cooker market, improved market share from 3% to 18% in 8 years. Represented the Company in its relationships with customers, suppliers and investors.

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