Michael Richards Email & Phone Number

Newark-On-Trent, Gb

Newark-On-Trent, England, United Kingdom

• Managed trades to deliver a house extension, ensuring quality and adherence to build requirements.• Ordered materials and organised trades to meet project deadlines.• Collaborated with trades to ensure the finished build met quality standards and stayed on schedule.

Coventry, England, United Kingdom

Multi-award-winning chemical manufacturer of cleaning liquids, powders & tablets for professional, retail & healthcare.Reporting to the owners with full site accountability. Responsible for 250 employees through 7 direct departmental reports spanning: Materials Control & Planning; Manufacturing; People Services; Customer Services; Warehousing; Packing; and Quality Control.Performance Turnaround & Business Transformation:• Transformed Plan Attainment by +55.2% from 43.2% to 98.4% in 6 months.• Boosted On-Time-In-Full (OTIF) supply chain delivery by +41.1% from 58.7% to 99.6%.• Added +£994K to the P&L transforming a -£654K deficit to a £340K profit.• Added new sales of £1.1million, cutting sales deficits from -£1.2million to only £0.1million.• Expanded capacity from 45.7% to 98.6%. Delivering a 52% increase within 4 months.• Cut agency staff usage from 50.5% to 29.6%, saving £425K p/a.

Nelson, England, United Kingdom

Working to ensure we have a drink on everyone’s table.Using the engagement with teams and targeted interventions we began the journey of transformation to deliver a collaborative way to work, sharing best practices across the group, embed standardisation driving GMP to improve site standards, closing the skill gaps to improve repeatability and reduce lost time due to skill sets. All this was leading to more reliability less frustration and volume uplifts. • Operations Leadership: Full site responsibility and accountability.• Culture Change: I led, introduced and embedded a new culture of working together. Introduced the sharing of best practices to rebuild the teams on site and promote open and collaborative ways of working.• Workforce Engagement & Needs Assessment: Engaged with the Shop Floor Teams, Engineering, and all departments to lead a journey of discovery to understand issues, size of the task, recovery plan, cost to deliver and training gaps to allow operational efficiencies and target Overall Equipment Effectiveness (OEE) to be achieved. • Training Needs Assessment: Worked with teams to understand blockers and identify training needs.• Production Capability Improvement:• Drove volume and unlocked capacity. • Increased line capacity and capabilities OEE +25%.• Lowered failure rates allowing reassessment of the next targeted interventions required to up OEE further.• Used best practices and shared knowledge to address site skills gaps and deliver targeted training.• Improved short idle stoppages and skill shortages.• Engaged with OEM to deliver more targeted training for operatives and engineers.

Newark, England, United Kingdom

A British producer of soft drinks including 39 of the UK’s best-loved brands. A constituent of the FTSE 250 Index.• Project Leadership & Customer Relationship Management: Onboarded suppliers and implemented a new nationwide procurement system: SAP Ariba while maintaining trading relationships with the Britvic Category Team.• Commercial Prioritisation: Prioritised forthcoming events in which suppliers participate without impacting or disrupting the flow of business already established.• Monitoring & Reporting: Reporting concise weekly KPI updates on the success of the onboarding of suppliers. Also interrogating the Master Data and providing additional support when it was incorrect or questionable.

United Kingdom

• Led the team at VBites Group to achieve a grade "A" BRC at the Corby site, increasing sales opportunities.• Implemented strategies to reduce cooking times and complexity, boosting capacity from 55% to 85%.• Secured PE investment to re-open and expand the business, introducing more efficient manufacturing practices and equipment.

Burton On Trent

Full factory control reporting to the Board Supply Chain Director.Food Manufacturing site producing all Holland & Barrett own-label products for retail store worldwide. we also produced Solgar Vitamins for our sister company based in Tring UK, this is a premium brand of vitamins which is well known and distributed worldwide.In my time with the company, I implemented Capex projects totalling over 6 million, streamlined operations generating labour savings which saved hundreds of thousands of pounds mainly due to the implementation of a training department which invested time and effort training all colleagues in house to allow for cross-training between departments and ensuring that the skills matrix on site allowed for holiday and sickness cover to be covered without impacting production efficiencies.I increased capacity by ensuring we had SMED line setups and Identified equipment investments by following continuous improvement techniques in all areas, this allowed for maximum flexibility on all lines in all areas.Working closely with the team we identified individuals and delivered in-house leadership training coarse to allow colleagues to gain qualifications and advance their careers within the Manufacturing site or the group.I streamlined the structure to allow more flexibility in the operation and also saving costs due to duplication of responsibilities within the manufacturing site.

Burton On Trent

Full factory control reporting to Group MD

Durham, United Kingdom

Full site control reporting to Group Factory Manager. The site ran a 3 shift system employing 450+ people.In the time I was with the team in Consett we managed to increase productivity, implement a new steam cooking plant to address issues seen with the proteins becoming broken down due to overcooking in the retort cookers we used to maintain our shelf life.Reduce labour spend on the agency by 10% while not impacting capacity or efficiencies. Increase OTIF to the required level for supply to our customers.Cross-train all required skills into the companies colleagues to ensure we could run all areas effectively even if we had sickness or holidays.I put into place a planning meeting that allowed for real-time updates against the plan ensuring maximum flexibility and reaction to any order changes as soon as they where understood and accepted.

Lancashire

I built this company from the ground up, we started with nothing except a concept and idea that I could supply locally sourced produce to the major multiples.I tendered for supply to Aldi, Booths predominantly and managed to win contracts to supply. Going from nothing I slowly built confidence in my ability to supply and meet orders placed against my company. My first year in business saw revenues of 30K, and in the third year, I tendered and secured contracts that pushed the revenue to 3 million. I built a packing facility locally, bought and implemented packing lines, trained operatives on machinery and within the first 6 months attained BRC Grade "A" which I maintained for the 3 years as I traded with my customers.I was 100% responsible for all aspects of the business 24/7 and lots of hard work: I was responsible for the following functions of the business:BuyingPlanningTendersRecruitmentInvestmentBudget ControlCustomersFood ManufacturingLabour ControlContract NegotiationsCommercial ContractingBudget ForecastingTraining Compliance with standards (BCR, Red Tractor, H&S, First Aid) I also maintained contact with my local suppliers (farmers) working with them to increase revenue streams for the company and understanding crop cycles so that I could satisfy the demands of the contract we have won.

Burscough, Lancashire

Full Site control reporting to Board of Directors

Technical EngineeringPersonnelNPD350 employees on a 3 shift system

Nottinghamshire, England, United Kingdom

During my time with the reserve forces of the British Army, I was given every opportunity to learn and develop as a person, a leader and a mentor. I joined as a private just for the comradeship and support, during my time I took every course offered to me so I could experience as many different types of training and become a better person. I put a lot of time into developing my training skills and self-motivation as well as travelling the world and working with all kinds of foreign units taking part in competitions and putting to the test all the skills I had learnt.Having been there and done it (as they say) I decided that I wanted to pass on my knowledge through training the recruits incoming to the battalion for the last 4-5 years of my service. This gave me the opportunity to support people into the battalion and ensure we had the best to offer in terms of new blood.I took much of what I learned into my civilian career and sure enough, it began to take off. To this day I draw from my past experiences and use them to motivate and drive teams to strive to be better. It has never failed me and it is instinctive and present all the time, almost like second nature as it is ingrained and a reflex action.

Management Studies, Pass With Merit

Activities and Societies: Distance Learning

Btec National Diploma, Computer Studies, Pass With Merit

Finance For Non-Finnace Managers, Pass

Nvq L7, Business Studies, Pass

Lean Six Sigma, Black Belt

Distance learning to qualify as a black belt in Six Sigma