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Manufacturing/General Manager/Director

Manufacturing/General Manager/Director

Work Experience


2001 Watts Industrial Polymers - privately owned compounding and extruding plant- (3months)

General Project Manager working for MD/Chairman

Closed a rubber compounding business transferred the order book to other UK sites
Directly responsible for closure programme, output and costs
Fronted redundancy consultations with Trade Union (GMB) and local MP

2000 - 2001 Medical Equipment Company - privately owned manufacturer of capital plant - (2 months)

General Manager working directly for owner and covering Works Manager role

Recruited replacement and key Production Supervisor
Reviewed & analysed operational performance and drew up business development report based on initial observations by North Notts. Business Link
Reviewed sales performance and established marketing database
Analysed performance and drafted marketing strategy for Laboratory Equipment

1998 - 2000 Barkers Engineering Ltd. – wholly owned subsidiary of Hill & Smith PLC - (18 months)

Executive Chairman reporting to CEO of PLC. (See CBI Guide to Interim Management)

Devised and implemented strategy to turn business around from loss to 7% ROCE
Managed the growth of sales by 20% by increasing market penetration
Set up CRM system, database, devised and implemented marketing strategy
Changed key personnel, and implemented new business system (OPERA)
Won main board approval and obtained an RSA development grant for a major capital investment to take the business to above 20% ROCE in 2001.
Developed supply chain to reduce costs and minimise downside risk.

1997 - 1998 BTR Sealing Systems Group – Automotive rubber and plastic products – (18 months)

Manufacturing Manager responsible to UK Business Manager to close operation

Ran out a key, single source 1st tier automotive manufacturing facility with a largely temporary labour force (See ‘The Interim’ Issue No.8 – bottom of page 2)
Negotiated terminal and extended batches with customers
Overdue orders (£800K) virtually eliminated by increased output and control
Stock built to facilitate move to Eastern Europe.
Terminal bonus scheme negotiated with Union.

1997 Hadleigh Plc – Fabrication of large storage vessels - (6 months)

Operations Director working directly for CEO of Plc.

Filled in for vacant post of Op's Director whilst replacement was being recruited
Project managed the demolition of old factory, and rebuild of new turnkey facility
Managed temporary remote manufacturing facility
Progressed the manufacturing, delivery and commissioning of new bespoke capital plant
Completed building work on time to budget

1997 Harris Watson Group - Automotive Diecast Component Company – (3 months)

Project Manager supporting MD TO turn around a recently acquired business

Reviewed product portfolio identifying critical products
Re-commissioned CNC equipment to reduce costs
Re-furbished powder spraying line, improving powder recovery and automating spraying
Drafted short-term plan to reduce manning levels and improve productivity.
Transferred data from obsolete DB3 business system into spread sheets to enable business to run with minimum administrative costs, with improved control.

1995 - 1996 Quest Resources Ltd - Recruitment, Consultancy and Interim Management Agency

Interim Manager/Consultant completing a number of assignments for PLC subsidiaries and SME's in North Nottinghamshire including:-

Arkay Precision Engineering Ltd.- Precision turned components
Reviewed product portfolio, implemented budgeting and planning system using spreadsheets, and drafted short term recovery programme and long term 5 year exit plan and strategy for owners. Business was sold to management in 2000

Triplex Lloyd Plc – Aerospace Engineering
Managed the implementation of a proprietary MRPII manufacturing planning and scheduling package to increase output, efficiency and delivery performance.

Process Control & Automation Ltd – Plant control systems
Reviewed business performance, structure and the bespoke project planning and control system for the Board of this private company undertaking major contracts for ‘blue chip’ customers in the major process industries.

Newstead Knitwear Ltd. - NC Embroidery for Blue Chip clients
Devised and implemented identification and comprehensive control system for software programmes, to facilitate a faster response to customer demands.

Acorn Hardas Ltd. - Hard Anodising for aerospace components
Devised and implemented sales order and production processing system, providing controls, traceability and certification to various aerospace approval systems.

1995 USM Texon – Shoe manufacturing machinery – (9 months)

Machinery Supplies Director originally working for the MD, John Foster then for Dr Neil Coutts - Chairman of the Group after acquisition by Apax Partners

Increased output by 17% after identifying and solving critical bottleneck
Introduced comprehensive engineering change control system
Revised Master Production Planning system (OMAC from ICL)
Reduced component and material inventory by £1.4M
Worked within concurrent TQM/JIT programme (Crandelta PFS system)

1994 - 1995 Amersham International – Radio Pharmaceuticals & Life Science products - (12 months)

Manufacturing Consultant Undertook a 12-month operations review against ’World Class Manufacturing’ benchmarks, covering structural, organisational and business systems issues for Bill Castell (now Sir William) the CEO, in partnership with with Psycom International

1993 - 1994 Business Development Group – Commercial Investment Group – (9 months)

Associate Director surveying acquisitions in the SME sector and acting as company doctor.

Identified potential investment opportunities by mailshots & cold calling, then completing comprehensive business reviews and making recommendations.
Established a regional database. Two companies purchased in the NorthWest.

1992 - 1993 BOC Healthcare – Medical equipment manufacture – (15 months)

Plant Manager responsible for UK medical equipment plant T/O £56M, 350 employees.

Created a ‘world class’ manufacturing facility to meet FDA requirements, changing payment system, shifts & responsibilities across union boundaries, new cellular plant layout running JIT and Kanbans, new processes and equipment and documentation including bespoke automated networked calibration, testing and traceability system.
Introduced a new state-of-the-art critical care anaesthetic delivery product including component sourcing and trouble shooting.
Recruited and trained additional temporary shift to recover previous programme slippage in order to meet drug approval launch date (Suprane from Anaquest)
Implemented new £2.5M real-time business system (Mfg-Pro from HP, AS400 boxes)
Complete a cost reduction programme saving over £1M/annum
Solved productivity and absenteeism problems
Replaced manual plating plant with semi-automated system, and re-equipped CNC machine shop after major fire.

1991 Newman Tonks AH Plc. – Architectural Hardware Manufacturer - (12 months)
The market leader in manufacturing and distributing a broad range of architectural hardware and related building industry products world wide

Director of Manufacturing - Architectural Hardware Division.
Responsible to MD for turn-round of quality hardware business, T/O £12M; 250 staff:

Completed costing analysis and identified low/negative contributors in product portfolio, simplified product ranges to maintain profitability in falling market
Reduced WIP by £250K by introducing system of "work to" priority lists
Successfully instigated 2 redundancy programmes to match capacity to demand
Completed the strategic business review, and the financial feasibility and planning of 'Project Vulcan' to consolidating the business with its sister plant

CAREER HISTORY

1988 – 1990 Dexion PLC The market leader in storage and material handling systems

Operations Manager - Dexion Handling Systems - responsible to MD for a business designing and manufacturing warehouse cranes, conveyors, and carousels involving CNC presswork, heavy fabrication, welding, paint, assembly, wiring, installing and servicing of turnkey automated unit load handling systems. T/O £20M; 300 staff.

Closed Automation Operation due to heavy losses (April '90)
Restructured operation to marginally profitable floor conveyor business
Implemented IMPCON business system replacing bespoke ICL System.

1987 – 1988 Hawker Siddley - Power Division Manufacturer of electric motors

General Manager, Manufacturing responsible to MD for a site producing and factoring FHP Motors. T/O £11M; 500 staff. Precision presswork, CNC turning, diecasting, stator winding, welding, assembly, servicing.

Realised the potential of the manufacturing management team, employees and plant, returning business to profitability within 6 weeks, following year-end shock
Achieved successful consolidation of acquired European businesses
Implemented bespoke real-time MRP system on IBM replacing NCR batch system
Project Managed accreditation to BS 5750 to improve market penetration

1983 - 1987 Pektron Ltd Manufacturer of electronic, and electro-mechanical devices.

Works Manager responsible to owner MD for the General Management of business site; T/O £3.5M; 120 staff PCB populating, flow soldering, presswork, machining, coil winding, testing and assembly.

Provided the customer knowledge to achieve automotive business growth and organisational & operational skills to quadruple turnover in 3 year period
Introduced the 1st UK automated PCB facility using volume SMT technology
Achieved accreditation to BS 5750, Ford, GM, Rover and Jaguar quality systems
Implemented Sanderson computerised business system from scratch.

1977-1983 TI Raleigh Ltd – Cycle & Toy Manufacturer T/O £165M

1982-1983 Head of Production, Aluminium Division
1980-1982 Material Handling Manager
1977-1980 Quality Management

1975 –1977 Perkins Engines Ltd - Reliability Engineer

1969-1975 Ford Motor Company - Apprentice – AVO Manufacturing Engineer


Education

1995-1996 Further Adult Education Training Certificate – North Notts. College
1989-1992 MBA (Industrial Marketing), Sheffield University Business School
1980 Tube Investments Management Trainee Programme, Bradford University
1979-1981 Certificate and Diploma in Industrial Management, Trent Polytechnic.
1969-1973 Ford Motor Co. - Apprentice - HNC, Mech. & Prod.Eng, Barking College
1962-1969 2 'A' levels, 9 'O' levels, Southend High School for Boys


Skills


The intelligent application of a broad base of diverse experience, gained in 10 years as an Interim, and the drive to act quickly, appropriately, and decisively to achieve short-term results.

The commercial and financial competence, and business expertise to analyse hard data together with the vision to devise and implement a strategic plan to maximise business performance.

An in-depth understanding of the inter-relationships of culture, structure, systems, processes, technologies, environments, climate and markets, and in 'the management of change'.

The credibility to forge effective internal and external relationships.



Languages

English

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