I am a positive, enthusiastic, focussed and dedicated problem solver. Assimilating people, environment, situation and issues very quickly developing a dynamic plan to deliver a strategic outcome/solution. I develop and bring people on-board, at all levels in an organisation. I am a natural leader. I crave knowledge through investigation and truly listening to others, this is combined with a desire to pass on what I know. I am not frightened of being wrong.
Why are they a good candidate?
- A broad and deep understanding of operational management from a number of sectors.
- The ability to apply useful knowledge and experience to new environments.
- A track record of engaging with people at all levels within an organisation and building a shared vision, creating momentum.
- Remaining focussed on task and retaining clarity on purpose even under the most difficult/distracting of environments or situations.
- A pragmatic approach to the implementation of Lean Six Sigma, every workplace starts from a unique position, one size does not fit all.
3 greatest professional achievements:
- My first solo leadership of a lean based manufacturing initiative:
Successfully introduced new technology and built a new pre-make-ready department. Change-over times reduced from 3-5 hours to 40 minutes, saving £212,000 year on year. Machine productivity increased by 18%. Return on capital invested was less then 3 years.
- A unique problem that was resolved under my leadership:
Brought in as General Manager at company that procured and blended organic herb-based products. The largest customer of the company was a well-known and highly respected producer of herbal teas, this customer was critical to the survival of my employer. We provided our blends into a third-party packer. Relationships were at a straining point, with everyone looking to blame each other over the inconsistency in the ability to run certain blends. It was damaging our ability to meet OTIF and generating large amounts of waste/downtime.
The result: Over a few weeks data was collected on every run, across 16 blends, and it quickly became apparent that two key components were common to every single incident, but inconsistently. These two components were investigated individually, and it was found that they had a critical moisture content, above which (depending on what they were blended with) a problem would arise. Collectively we agreed a target moisture content, changed all packaging to be more moisture resistant and introduced two key test points prior to blending or running a blend. The rejection of blends dropped to zero, which in turn reset OTIF, lowered the minimum stock-holding requirements set by the customer. Direct savings in excess of £100k per annum. Relationship improvements and working together, priceless.
- Lean Six Sigma in China:
We had two key suppliers in China (brassware manufacturers), their OTIF performance was dire, which in turn badly affected our performance to our suppliers, often incurring expensive airfreight costs to compensate. I visited both suppliers a number of times. I suggested to our board they let me relocate to China for six months and initiate two Lean Six Sigma projects, I had two specific requirements. I was not be seen as a customer by the suppliers, but as a consultant and we not demand any savings/cost reductions on my work (both points would have hindered the chance of success). This was agreed.
The results: It was believed that the majority of faults that caused an average yield of 65% from casting through to finished goods was down to transport and chroming. It was proved that this was down to casting (believed to have a 0% reject). Initial project activity was focussed on casting, within 6 weeks we had increased yield by 19%, averaging 84%. I took these learnings to the next factory where similar gains were seen. My company was given the equivalent of £180k from one company as a result of my work. My reward was seeing how both workplaces grew, especially with the people gaining confidence over looking at problems and how to resolve.
3 most important things about next move:
- I would like to work for a progressive company that really wants to change an improve.
- I want to feel that I fit in and be part of the team with a collective vision.
- I want to feel that I truly would add value.