A manufacturing and operations specialist with extensive experience both in permanent and interim roles, Steve has delivered companies major and lasting change with the productivity improvements he’s recommended and implemented. Employers include Dage Precision Industries, Hozelock, ICI, BMW, Corning Cables, Dowty Engineering, and GEC Telecommunications.
Disaster recovery at electronics manufacturer reduces overdue orders by 90%: Following a major fire in the factory, Steve was hired to resolve problems plaguing an electronics manufacturer, including overdue orders and surplus inventory. Concentrating on improving output, reducing inventory, securing integrity of supply chain, restoring profitability and rebuilding and fitting out the factory, all targets were met: overdue orders were reduced by 90%, output improved by 35%, inventory reduction was above target, and WIP was reduced by 50%.
Turnaround of failed stock control system: At a £13 million garden products manufacturer, Steve was retained as an interim manager to remedy the failed implementation of a major warehouse stock control system. On his arrival, lost business and overdue orders were running at an all-time high. In just 3 months, overdue orders were eliminated, stock accuracy was dramatically improved, and the business stabilised.
Enhancing productivity at cable manufacturer: Retained as Interim Manufacturing Manager to reduce waste and increase productivity at a major fibre optics cable manufacturer, Steve accomplished numerous objectives, favourably and substantially impacting the company's profitability. Successfully implementing his own recommendations, Steve reduced waste by 3%, saving more than £3.6 million in the first year, and increased on-time deliveries from 68% to 99.6%. His solutions increased manufacturing output capacity by 250% with only a modest (12) increase in headcount. He introduced MBO (management by objective) methodologies and created self-managed process improvement teams. Steve's contract was extended repeatedly so that he could spread the same methodologies into all parts of the business. At the end of his 20-month assignment, Steve nominated and groomed an internal person to succeed him in the role.
Coaching and mentoring leads to plant cultural transformation: Steve acted as trainer and coach responsible for developing group working and continuous improvement processes among the production line management in an automotive assembly area. Over a nine-month period Steve helped coach the 81 supervisors working in the body-in-white area, where the car body shell is produced. The focus of Steve's work was to help them gather, share and apply business information more effectively with their teams, and to help them create an environment where all staff feel able to put forward and apply their own ideas. As a result of the coaching programme supported by Steve and his colleagues from Executives Online, output soared by 40% and the absenteeism that had previously plagued the facility fell dramatically.
Chemical production process improvements save £9 million: At a major specialty chemical producer, Steve set up and facilitated continuous improvement teams and processes that identified £9 million worth of savings to the business. He designed and delivered many training sessions for all levels of staff, running the CIT meetings, resolving personality issues, re-designing the organisational structure and promoting the team working culture. The company adopted this process to drive through all future operational and business improvement activities, and now uses a new set of KPI measures for the business, which arose out of Steve's work.
Turns loss-making into profitability and productivity in six months: Working with a building products manufacturer specialising in timber and joinery products, over a six-month period Steve increased productivity by 26%, reduced WIP by 43% and reduced inventory by 51%. He met or exceeded profitability targets each month for six consecutive months, where previously the business had been loss-making for two years, and reduced manufacturing lead time by an average of 40%.