Background A mail order company supplying 4x4 accessories to both the trade and retail markets.

Responsibilities

Responsible for sales (telephone and showroom), fitting bays, warehousing,
despatch, customer services, finance, maintenance, recruitment and training,
with a staff of 26 personnel.

Reporting to MCB Group MD

Background An independently owned Steel Company operating in the Netherlands, with a turnover of ₤ 500 M. The Service Centre division produces 230,000 tonnes per annum with a staff of 110 personnel.
Main Achievements

• Increased productivity by 8.5% within the first 12 months by improving
production and reducing labour costs.

• Installed a new narrow decoiling-line with automatic packing facilities.

• Improved delivery performance to acceptable levels by better control of
planning and allocation of resources.

• Developed a production method for defect free colour coated blanks

• Introduced performance indicators to improve control and to stimulate
motivation and improvement management.

• Adapted to the Dutch culture and learned to speak the language.

Reporting to MD

Background The UK Division of MCB. A Steel Service Centre processing 80,000 tonnes per annum, with a turnover of ₤30 m employing 96 staff.

Main Achievements

• Successfully managed a project of ₤13 m to construct a new Service Centre
on a greenfield site in the West Midlands. The project was completed on time
and under budget.
• Purchased, installed and commissioned ₤5.5 m of new capital equipment, and
within 5 months achieved the productivity targets of the business plan.

• Successfully controlled the transfer of personnel to the new site with the
minimum disruption to the customer base.

• Managed the closure of the old site and successfully negotiated a termination
of the lease at minimum cost to the business.

• Established new working practices, and created a culture of continuous
improvement through teamwork and empowerment, culminating in a
company presentation to the membership of NSQTT.

• Maintained total reliability from the capital equipment through the practice of
TPM, and a comprehensive Preventative Maintenance Programme.

• By achieving a competitive advantage through superior service and quality,
managed to increase output by 35%, with a 40% increase in gross profit
within 2 years.

• Reorganised the transport function by outsourcing, contracting a national
carrier, resulting in a a more professional delivery performance whilst
significantly reducing costs.

Reporting to MD

Background A company producing 100,000 tonnes per annum of bright drawn and turned steel bar, with a turnover of ₤70m
Main achievements

• Transferred production facilities from 3 sites to a brownfield site in the West
Midlands without disruption to customer supply.

• Accepted and developed the new ideas of the 1980’s TQM, continuous
improvement, SPC, SMED, Kaizen, Taguchi, JIT.

• Developed vocational training within the company, achieved Investors in
People Award, and with the Steel Training Body developed NVQ’s for the
industry.