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Interim Manufacturing/Operations Manager

Interim Manufacturing/Operations Manager

Work Experience

CAREER HISTORY

Interim Manager -Contract work via specialist agenciesOct 99 to Present
Manufacturing Management (£150k package)
For the last 3 years I have been employed as an interim Manufacturing Manager working on contract via specialist agencies.The typical brief is to increase production capacity and output,reduce waste costs,improve quality,improve productivity and generally turn the business from under achievement to over achievement.This has usually been achieved very quickly and I have then been retained by the company to spread the same methodology into all parts of the business.The results achieved at client companies have lifted some of them into the top 100 in the world on the key business measures.Production records have been broken on a regular basis and the profitability of the businesses has been greatly improved.In some instances turnover and profit have more than doubled.See recent client company achievement record shown below.Excellent references obtained from all assignments.

ICI Eutech, Billingham, ClevelandApr 97 to Oct 99
Lead Consultant - Manufacturing (£65k package)Reporting to B.U. Manager
With Eutech I was employed as a Lead Consultant responsible for a small team providing professional advice to client companies.Most of the work undertaken by myself personally was of the Interim Manager variety.Typically I would go into a client company in a senior management role and act as the agent of change in the areas of:

·WIP reduction / increase throughput
·Improved work flow & smoothing
·Bottleneck management
·Inventory reduction
·Productivity improvements
·Material control / supply chain
·Lean Manufacturing techniques
·Improved profitability
·Waste reduction / value engineering
·Coaching and developing senior staff
·Developing a goal oriented culture
·Developing the internal customer focus

I have been involved with 12 companies over the last 4 years and every one has shown substantial improvements in all of the above areas.I work closely with the key people, coaching and setting aggressive short term targets which we then achieve together.This approach has proved extremely successful and can be applied anywhere.One important side effect is that the people involved realise that they can achieve far more than they had been doing previously and as a consequence they become very valuable in terms of contribution to the business.Another side effect is that people no longer accept the status quo.There is never an acceptance while I am around that we cannot do better.One of the key skills in this is to take the people with you.I believe that I have demonstrated that I can do this in every situation with which I have been involved.I get things done and all companies appreciate that.

The Kitchen Exchange, Newton Aycliffe, Co. Durham1989 to 1996
General Manager ( £40k package) 70 staff reportingReporting to the MD
Responsible for the complete manufacturing plant plus purchasing, sales, marketing, design and development
·Doubled throughput through the plant over a 5 year period to a high of 900k per month
·Re-organised the work flow through the plant to eliminate handling wherever possible
·Introduced computerised stock control and re-ordering which reduced raw material stock holding by 30% from around £550,000 to around £370,000
·Introduced computerised cutting and picking of materials which reduced WIP by 50% from around £600,000 to around £300,000
·Liased with larger suppliers on a regular basis to build relationships and guarantee supply chain reliability
·Introduced modern apprenticeships and multi-skilling which greatly increased flexibility and minimised the effects of absenteeism, also used CIT process to very great advantage.
·Reduced re-work from 17% to an average of 3-4% over a period of 3 years
·Installed several CNC machines and organised training for the operators which increased throughput by around 40% when linked to the drumbeat method of manufacture
·Reduced delivery times from an average 18 working days to an average 7 working days over a 3 year period
·Introduced a modified JIT system with our suppliers (and internal providers) to reduce stock holdings and work in progress by a further 20%
·All of the above achievements and efficiencies were brought about as a result of the use of Lean Manufacturing principles during a recession when a lot of companies in the home improvements industry were going to the wall.

Dowty Engineering (Aust), NSW, Australia1982 to 1989
ProductionManager - Mining EquipmentReporting to MD
(£45k package) 300 staff reporting
·Promoted from Production Supervisor in June 1985 and my responsibilities were expanded to include the whole plant with 180 tradesmen including fabrication, machining and assembly as well as procurement, distribution, spares and sub-contract labour.This was a total of around 300 reporting into this position.
·Re-organised the sub-contracting element of the mining projects to expand the range of opportunities available to the company and to concentrate on the aspects that were most valuable in terms of company expertise and added value
·Successfully managed upwards of ten major mining projects up to $65m in value from conceptual design through to commissioning using Lean Manufacturing principles.
·As Production Supervisor I was responsible for controlling the assembly of all components required for major mining projects.Involved mechanical, electrical and hydraulic items.
·Directly controlled a workforce of 31 tradesmen.
·Introduced a clean room environment with positive pressure to assemble hydraulic components
·Implemented a new production control system in the plant to cope with flexible batch sizes

GEC Telecommunications, Newton Aycliffe, Co. Durham1974 to 1982
Technician Trainee - MechanicalReporting to Training Supervisor
(£10k salary approx.)
·Trained in every department of the company including pressing, machining, fabrication and welding, finishing and plating, drawing office, production control, quality control, purchasing and marketing.
·Promoted to Leading Hand in the Press Shop in August 1978 in charge of a small team of operators.
·The last 18 months were spent in the Assembly Shop as a Shift Foreman controlling a team of 16 operators.

Recent Client Achievement Summary

1.Major car manufacturer - 6000 employees £1.5Bn T/O
I accepted an assignment with BMW in Oxford where they make the new Mini.The task was to work closely with the Process Area Managers within the plant to raise their skill levels and to resolve critical business issues such as equipment availability, quality, volume targets and cost per car in a team based framework.This was intended to last for 6 to 9 months depending on the rate of progress.In December last year BMW asked me to stand in as Shift Production Manager for 5 months to establish the role and select and groom a successor from within the company.Results during this period were excellent.Launch targets on volume , quality, cost per car and productivity targets have all been exceeded and the program to raise the skills of the Process Area Managers is now established with all KPI measures introduced and skills training being applied as required.The new shift manager is trained and in place and running an excellent shift.First class references obtained from senior directors on site.The highlights being:
Output increased by 40% from 210 cars per shift to 300 cars per shift in 5 months
RFT increased by a factor of 60% in 3 months
Absence reduced from 13.5% to 2.35% in 5 months
Stock outs reduced from 3.5% to zero in 3 months
Cost per car reduced by 55% in 5 months
Hours per car reduced by a similar margin
Scrap reduced by 35% in 3 months
QZ score well in line with industry and company standards
Skills program for the process area managers established and working well
KPI measures and TMS introduced across the plant

2.Major Fibre Optic Cable Manufacturer - 300 employees, £220m T/O
For 15 months I was employed as interim Manufacturing Manager working on contract via an agency to Corning Cables at Whiston in Merseyside.I was brought in by Corning for a specified period to increase production capacity by 250% and reduce waste costs by £2m.This was achieved very quickly and I was retained by the company to spread the same methodology into all parts of the business.The results achieved at Whiston have lifted the plant into the top 10 of all Corning plants worldwide on all of the key business measures.Production records were broken on a regular basis throughout my tenure and the business has been more profitable than at any time in it's history.Manufacturing has now assumed a major profile in the business and it continues to move from strength to strength.I nominated and groomed an internal person to succeed me in the role and this has worked out very well.Excellent reference obtained from General Manager.The major headlines are:

Increased output capacity of manufacturing by 250% with an increase in headcount of 12 operators
Reduced conversion cost by 300%
Reduced waste by 3% which represented more than £3.6M in the year.
Implemented multi skilling and flexibility across 3 production shifts
Implemented major succession planning regime to cover all key positions in manufacturing
Increased On Time Deliveries from 68% to 99.6%
Improved all key business measures significantly in a very short time frame.
Introduced MBO methodology and PDR for every person in manufacturing
Implemented self managed Process Improvement Teams which are now the key to resolving the remaining quality and process issues for the business.
Supported and facilitated the introduction of TPM into the business
Provided training on TOC and bottleneck management for the planning function
Introduced WIP management techniques and pull control to iron out the peaks and troughs.
Completed a BPM exercise to reduce complexity and improve data integrity

3.Major Chemical Producer - Speciality Chemicals,800 employees,£160m T/O
Major division of DuPont in the North of England.Set up and facilitated CIT process which identified £9,000,000 worth of savings to the business.This involved designing and delivering many training sessions for all levels of staff, running the C.I. team meetings, resolving personality issues, re-designing the organisational structure and promoting the team working culture.To date this has been extremely successful.The senior management are now wholly committed to using this process to drive through all future operational and business improvement activities.It has also produced a new set of KPI measures for the business.

4.Building Products Manufacturer - Specialist Timber and Joinery,150 employees,£8m T/O
Small family run business which was in severe financial difficulty at the time that I arrived.Probably one of the most challenging assignments that I have undertaken but the results speak for themselves:
Increased productivity by 26% over a 6 month period
Reduced WIP by 43% over a 6 month period
Reduced inventory by 51% over a 6 month period
Achieved profitability each month for 6 consecutive months (previously loss making for 2 years)
Reduced manufacturing lead time by average 40%
Provided coaching for senior supervisory staff which resulted in reduced absenteeism, lower overtime rates and improved individual performance all round.
Provided succession planning advice which has now been implemented

5.Commercial Vehicle Manufacturer - Private Sector Division,320 employees,£30m T/O
Major manufacturer of single and double decker buses.The results of this assignment were written up in trade journals and the company is now regarded as on of the leaders in the industry.Some of the highlights of the project were:
Reduced manufacturing lead time by 41% over a 4 month period
Reduced work in progress by 53% over a 3 month period
Reduced inventory by 20% over a 5 month period
Re-organised the management structure to account for major succession planning and improved performance by key individuals
Improved working methods substantially to maximise work flow between stations, eliminate bottlenecks and improve productivity over a 6 month period.
Reduced assembly time by up to 1200 hours per vehicle - this is now an industry standard
Implemented lean manufacturing principles to eliminate waste and promote CIT culture
Improvements were published in trade journals to mark the turnaround in fortunes of the business
Improvements were incorporated into a brand new design which further exploited a market opportunity for profits

6.High Tech Electronics Manufacturer - Leakage Detection devices,200 employees,£50m T/O
This is a division of a Plc company that manufactures water leakage devices for sale to the water utility companies.They did not know if they were a designer of innovative products or a manufacturer of products which they had designed.I completely changed the culture and nature of the business from a medium volume manufacturing company that also designed and developed products;into a dedicated design company that develops leading edge products and then sub contracts the runners and repeaters.This has effectively more than doubled the manufacturing capacity and given the company a greater profit margin on all new products.Also introduced new business measures and business systems to streamline the information flow within the company.The whole business is now transformed.

The above companies are all continuing to make substantial improvements based on the principles introduced to them by myself during the time that I was contracted to them.In fact the commercial vehicle manufacturer has now doubled their output and looking to increase further.I will be glad to elaborate on the actual facts ofeach case as and when required.
List of Key Clients and companies
GECTelecommunicationsHoya UKGlass and lenses
MarconiElectronics/DefenceRuberoidSpeciality rubber
BaxiAir conditioningDistillersBrewing
DowtyMining EquipmentCorningCables/telecommunications/fibre
TioxideSpeciality chemicalsBMWAutomotive
Albright & WilsonSpeciality chemicalsTechnologElectronics
East Lancs CoachbuildersCommercial vehiclesICIHeavy chemicals
PlaxtonsCommercial vehiclesBASFFilms
WhitakersSpecialist joineryKingsbury TimberTimber processing
Kitchen ExchangeSpecialist JoineryZenecaPharmaceuticals


Education

Qualifications

HND Production Engineering
MBA Joint major in Industrial Mgt & Marketing
Fellowship in Manufacturing Management (Cranfield)
Member of the Association of Manufacturing Managers
Applied for CMI
Applied for IIM

· FERRYHILL GRAMMAR SCHOOL - 8 O' level passes in Maths, English, Physics, Art, Geography, Woodwork, Metalwork & Technical Drawing, 1 CSE pass in French, oral and written
· DARLINGTON COLLEGE OF TECHNOLOGY - ONC Mechanical Engineering, HND Production Engineering, IWM Certificate in Industrial Management
· UNIVERSITY OF NSW, AUSTRALIA - MBA - Joint major in Industrial Management and Marketing. M.Eng Degree Material Science, (year 1 only - not completed)
· CRANFIELD UNIVERSITY - Fellowship in Manufacturing Management, Membership of The Association of Manufacturing Managers - The Fellowship Programme at Cranfield University provides an accelerated development programme covering all aspects of business and manufacturing management. The residential phase lasting nine weeks has updated my repertoire of management skills and brought me up to date with all of the latest manufacturing techniques from around the world.
· In addition to the above qualifications I have also completed several short courses in computer literacy, production control techniques, theory of constraints, time management, project management, Lean Manufacturing principles, personal effectiveness, quality control and communication skills all of which I have passed at or near the top of the class.


Skills

Leadership,manufacturing management, production management, lean manufacturing, CIP, TQM, SPC, problem solving, performance improvement, change management, project management, turnaround, computer literate, MS office, waste reduction, personal effectiveness, coaching, mentoring, training, vision, negotiation skills, union, appraisal, SIC, RCM, TPM, operations management, team working, empowerment, team building, motivation, root cause, RCA, 5S, 5Y, increased profitability, bottom line, WIP reduction, productivity, work flow, bottleneck management, inventory reduction, improve output, cost reduction, supply chain management, material control, value engineering, value stream mapping, customer focus, total quality, quality management, multi skilling, RFT, OTIF, MBWA, JIT, KANBAN, drumbeat, drum, buffer, rope, scrap reduction, KPI, key measures, TMS, TOC, theory of constraints, pull control, increase capacity, MBO, succession planning, re-structuring, lead time reduction, batch size reduction, manufacturing strategy, strategic thinking, management by objectives, getting results


1.Identifying the root cause of poor performance
2.Selling the concepts of change to the staff
3.Putting together very focused multi discipline improvement teams
4.Using the skills and experience of the staff to generate innovative solutions
5.Motivating individuals to get behind the plan
6.Implementing solutions in a practical manner that people can understand
7.Coaching and mentoring individuals at all levels in the company to lift their game
8.Seeing the job through to the natural conclusion
9.Getting results and celebrating with the team


Languages

English

Other

Steve is an experienced Manufacturing/Operations Manager with almost 20 years of experience in this sort of position.For the last 7 years he has been acting as the agent of change in businesses both as a consultant and interim manager with the intention of improving the overall performance of the business and also improving the performance of individuals and teams within the business.He does this by working closely with key individuals, setting objectives, coaching to improve skills and attitudes and monitoring results on a personal basis so that the individuals involved can see and measure their own improvement.

Steve has a number of skills by which he achieves excellent results such as:
1.Identifying the root cause of poor performance
2.Selling the concepts of change to the staff
3.Putting together very focused multi discipline improvement teams
4.Using the skills and experience of the staff to generate innovative solutions
5.Motivating individuals to get behind the plan
6.Implementing solutions in a practical manner that people can understand
7.Coaching and mentoring individuals at all levels in the company to lift their game
8.Seeing the job through to the natural conclusion
9.Getting results and celebrating with the team

As a result of the above skills Steve is seen as a person who gets things done.He is very proactive and is able to move back and forth from the overall picture to the detail with ease.He is very driven and has a natural enthusiasm which he is able to communicate very effectively to those around him so that there is a buzz whenever he gets behind a project.He takes the people with him on every step of the improvement journey and always gives credit to the efforts of the team members.People skills are a major part of the armoury that Steve uses to get results and General Managers in all businesses appreciate this.

He never fails to make an impact wherever he goes and people at all levels of an organisation can relate to him because he does not have any political aspirations or affectations, he is simply there to do a great job for the business and to leave the people in a more capable and confident position when he leaves so that they can carry on the good work.

Steve has excellent references which are available for checking.The results that he has achieved for client companies is outstanding.He has a very direct style and tackles conflict head on so that there is no ambiguity about where he stands on any issue.If you are looking for a practical minded person to get things done in your business even when others have failed then Steve may well be the one that you are looking for.There are not too many professional managers around with the credentials that he brings with him and he always gives 100% to every endeavour and leads by example.He is a tenacious and logical thinker who gets to the heart of the matter very quickly and then single mindedly goes about resolving it using whatever resources are available to him.


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