Flex Manager
21219 interim professionals
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Interim manager

Interim manager

Work Experience

INTERIM ASSIGNMENTS:

Oilite Bearings Ltd. duration – 3 months
MBO – LEAD PARTNER

Led the management buy-out of this bearing manufacturer; major equity holder.
•Developed the business plan, negotiated the purchase contract and raised the necessary bank finance.
•Secured long term supply contracts from the key customers.
•Stabilised the business and appointed the management team.
•The business is now a consistent profit maker.

BSA Advanced Sintering Ltd. duration – 24 months
MANAGING DIRECTOR
Reporting to Venture Capitalists

Following the acquisition of the business by venture capitalists interim contact was extended.
•Implemented a new organisation structure and appointed a new management team.
•Stabilised the business and consistently achieved high quality, on-time delivery and profitability.
•Restructured the sales function, implemented solution selling.
•Tightened purchasing procedures, saving £500,000 / annum.
•Simplified the estimation procedures and fast tracked the quotation process.
•Reviewed all HR procedures and developed a new pay structure and bonus scheme.
•Exploited synergies with other group companies saving £200,000.
•Won new business, total sales value £2,500,000 / annum.

MBC Advanced Sintering Ltd. duration – 6 months
MANAGING / OPERATIONS DIRECTOR
Reporting to Group Director

A £12m business suffering major losses, the brief was to stop the losses so that a suitable buyer could be found.
•Turned a £120,000 monthly loss into a £20,000 monthly profit through restructuring the business and operational cost reductions.
•Identified and divested in non-core activities.
•Reviewed margins for all key products / customers and renegotiated prices.
•Saved £300,000 purchasing costs by supplier development and process simplification.
•Implemented internal containment actions to completely stop rejects parts going to the customer.
•Participated in the business selling and due diligence processes.

Benteler Automotive Ltd. duration 5 months
OPERATIONS MANAGER
Reporting to the Managing Director

This supplier of car chassis components was under considerable customer pressure to urgently improve service in terms of delivery, quality and costs.
•Through direct contact convinced the customers that under my leadership the necessary improvements would be forthcoming. The company was removed off the Land Rover and GM critical supplier lists within 12 weeks.
•Provided clear leadership, to enable a new way of working to be implemented. Eliminated pre-delivery inspection by pushing responsibility and action, back to root cause. Saved 45 jobs.

BMW Group - Plant Oxford duration 6 months
TASK FORCE LEADER
Reporting to the Technology Director

The home of the new mini. Customer demand was exceeding all expectations. The role was to lead cross-functional teams to achieve rapid performance improvements via the implementation of lean manufacturing techniques. Exceeded the project brief -
•Delivered productivity and quality improvements yielding a headcount reduction of 84 jobs saving £1,500,000 per annum, and an increase in throughput of 30%


PREVIOUS CAREER:

JCB Compact Products Ltd August 2001 – November 2001
OPERATIONS MANAGER
Reporting to the Managing Director

Responsible for all operations of a £100m world class division employing 500 people.
•Challenged excepted practices and expectations, yielding significant quality improvements. Right First Time rose from zero to 25% in 3 months.
•Reduced WIP from 6 days to 2 days by the introduction of Kanban systems.

LuK (UK) Ltd. June 1998 – July 2001
MANAGING DIRECTOR
Reporting to the Group President

Bottom-line responsibility for this supplier of clutch systems to the automotive and tractor industries. A highly profitable business generating sales of £77 million and employing 350 people.
•Restructured the company into two business units - resulted in productivity improvement of 9%.
•Changed the workforce appraisal and bonus schemes to make the organisation more responsive.
•Improved customer service resulted in greater market share, car clutch volumes increased by 15%.
•Negotiated a £4 million capital investment deal with major machine tool suppliers.
•Under my leadership LuK (UK) became the highest performing company in the LuK group as measured by group key performance indicators.

LuK Automobiletechnik, Germany May 1997 – June 1998
PROJECT MANAGER
Reporting to the Managing Director

•This was a £8 million project to introduce into production a new diesel pump. Responsible for all aspects of the project including design, prototyping, testing, manufacturing planning, capital expenditure and volume production. The project was completed on time and within budget. The pump is now a profitable addition to the group’s product range.

LuK (UK) Ltd. Sheffield Sept 1992 – May 1997
PRODUCTION MANAGER
Reporting to the Managing Director

•Transformed this high technology company into a world class operation. Implemented lean manufacturing practices that facilitated the doubling in turnover to £64 million.
•Instigated improvement plans to meet stringent automotive sector requirements. This led to the company winning the coveted Nissan Supplier award in 1993 and 1995.
•Headed a program of optimisation and re-timing of all work activities. Productivity targets increased by 15% and achieved new targets within 6 months.
•Achieved a parts-per-million reject rate of 18.
•Utilised cellular manufacturing, labour and machine utilisation increased by 30%.
•Initiated a SMED programme to cope with an increase in demand of 30%.
•Reduced machine downtime from 20% to 5% by use of Total Productive Maintenance practices.

LuK (UK) Ltd. Sheffield May 1989 – Sept 1992
PROJECT ENGINEER
Reporting to the Technical Manager

•Responsible for optimising processes, tooling, CNC part programs and work methods.

Richardson (Sheffield) Ltd. Sept 1987 – May 1989
PROJECT ENGINEER
Reporting to the Production Director

•Successfully implemented BS 5750 part 2 in 10 months.

Brico Engineering Ltd. Aug 1980 – Sept 1987
TECHNICIAN APPRENTICE
Reporting to the Production Manager



Education

Cranfield University
Fellowship in Manufacturing Management 1998

Coventry University
B.Eng. Manufacturing Systems – 1st Class Honours 1987


Skills

Technology driven manufacturing,performance improvement, change management,business turnaround, lean manufacturing, cost down, business restructuring, commercial and financial acumen, formulater and implementer of strategic plans,excellent communicator with good people skills, a track record of success in demanding and unforgiving environments. Automotive sector and European customer base experience.



Languages

English
German
Punjabi

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