A supplier of boilers to the new build Housing sector, with a T/o of £25m & 90 directs, reporting to the MD, I was recruited to introduce continual improvement. Customers included Wimpey, Persimmon, Barratt & Redrow.

• Role cut to 30 days due to the current recession in new build housing.

A manufacturer of Bespoke special machinery, for the cable manufacturing sector and others, with a T/o of £4m & 30 directs. Project sizes varied from £10k up to £1.3m. Reporting to the CEO, I was recruited to bring in a more commercial emphasis, review systems and improve output. Customers included Tyco, Prysmian, NKT & Duco. My role covered order receipt, planning, design, manufacture & installation.

• Introduced a formal estimating and quoting system to improve planning & cost control.
• Implemented a capacity planning system across all production & technical functions.
• Championed the introduction of KPI’s across the business, giving greater visibility.
• Transformed a half year loss of £70k into a full year profit of £150k.
• Improved cash flow from a -£200k to a positive daily cash position.
• Doubled the factory size by proposing & justifying an extension to existing buildings.

As an independent consultant I have completed a range of assignments within a diverse range of sectors, including: aerospace, infrastructure, medium engineering, transport, catering & FMCG. The assignments have included bespoke products through to high volume manufacture.

• Assignments processes included, Forging, Machining (CNC), Turning (CNC), Fabrication & assy.
• All assignments have involved change management and or continual improvement.
• Assignments in both SME’s & large organisations completed.
• Businesses ranged in size of T/O from £3m to £28m.

2nd tier supplier to the Aerospace sector, manufacturing machined and turned precision parts for engines and wings, with a T/o of £2.5m. My role involved all aspects of manufacture from order entry to shipping. Reporting to the MD, I was recruited with growth and owner retirement in mind. Our order book consisted almost entirely of work for the non military commercial area.

• Role cut to 5 months due to 09/11/01.

FCF manufactured and distributed engineering fasteners and keys, with a T/o of £1.5m and 30 employees. Reporting to the CEO, I was recruited to generate cash from the business and review the viability of the company.

• Introduced and enforced realistic product margin targets increasing sales revenues by 25%.
• Successfully controlled debtor days, by resolving disputed accounts and reducing inventory by one third, thus generating £200k additional cash flow.
• Implemented tight cost controls reducing spend by 20% to well within budget, saving £30k.
• Replaced sales and purchasing personnel allowing, improved order processing.

A privately owned manufacturer & repairer of avionic equipment, formed following the demise of Ferranti International, I was recruited to introduce World Class standards into the Avionics Division (T/o £9m), 70 directs. FTL is a major supplier to the RAF, Bae & GEC. As a member of the executive team my remit included: - customer care, engineering, planning, purchasing, machine shop, assembly, quality plus profit & loss. The products, Gyroscopes, Probes & Accelerometers are all safety critical devices and assembled in a clean air room. All components were machined & turned on site.

• Successfully introduced Cell Leaders and customer liaison initiatives reducing late orders from 295 to ZERO, thus creating World Class service levels, OTIF.
• Changed shop floor culture to create a production environment with increased flexibility.
• Initiated and implemented SPC to help establish quality excellence.
• Negotiated a £5.7m order, the largest in company’s history, delivered on time, in cost.

Architectural systems manufacturer, reporting to the MD I was recruited to bring in culture change and improve output. The products were all made to order on short lead times. Fully unionized and employing 290 people. I was responsible for all manufacturing and distribution on the site in a fully unionised environment. Customers include Bovis & Balfour Beatty.

• Led a Lean Manufacturing initiative, implementing TQM, TPM, JIT, SPC and KPI’s.
• Developed a lean structure, including cell leaders, saving £90k p.a. management costs.
• Specified and implemented ‘Movex’ MRP system, greatly improving the management tools.
• Consolidated and controlled stores system and access reducing stock by £400k.
• Reduced late orders from £400k by value to zero, in 6 months, OTIF.
• Reduced customer complaints from 7% to 2% of turnover in 1 year, saving £250k.
• The above contributed to transforming £1.5m p.a. loss to £1.5m p.a. profit.

Air conditioning manufacturer, part of the Construction services division of Senior Engineering. Reporting to the MD I was recruited to help turn the business around by improving productivity, quality and customer service. I was responsible for all manufacturing and distribution on the site and a direct headcount of almost 150. Customers inc.: - Bovis & Airedale.

• Proposed, justified & implemented CNC sheet metal fabrication equipment & a powder coating facility.
• Proposed, justified, specified & implemented a multi-site MRP & accounts computer system.
• Created a new planning and stock control team, reducing inventory by £500k.
• Reduced overdue orders to less than 1% of turnover.
• Turnover increased from £6m to £9m, profitability restored within 2 years.

Commercial catering equipment manufacturer, recruited to implement change, I reported to the MD and had a remit over the bespoke special manufacturing part of the company.

• Proposed, justified & instigated a complete plant re-layout, improving WIP and throughput time.
• Purchased & implemented CNC sheet metal fabrication equipment, to allow the cultural change from skilled to semi skilled workers. This led to the creation of a semi skilled workforce.

Electronics / telecommunications manufacturer, recruited to look at new technology. I reported into the Manufacturing Executive & reviewed the production facility regarding old product range vs. new product range.

• Proposed, justified & instigated a new “state of the art” £1.2m CNC sheet metal fabrication plant. This was effectively a new factory & technology to allow the manufacture of System X piece parts, a new product range on time and to budget.