Duncan Morris Email & Phone Number

Nuneaton, England, United Kingdom

Wednesbury - West Midlands

I joined the company following retirement of the previous Managing Director. Initially I was tasked with merging two sites with 60 employees and turnover of £8.5m into one new facility. My role included developing alteration plans for the new site, selection of builders and suppliers, working with the team to plan a new layout for the machine shop, relocation of equipment and integration and management of a new MRP/ERP system. I was able to maintain profitability during the move period and completed the project within budget. At the end of 2013 the business was acquired by new owners and the focus of the site changed to support the operations of the new parent company.

St.Neots

I managed a single site with 58 employees and 5 direct reports heading up operations, sales, design, systems and quality. The business manufactured bespoke products for the automotive and motorsport industries turning over £4.7m per year. Key achievements included delivery of a record year end profit during my time with the business, creation of a professional quality department and planning, development and move into a bespoke design and assembly facility.

Leicester, United Kingdom

I managed two sites as part of a multi-national organisation with full profit and loss accountability and was challenged with transforming the business from an owner managed facility to become part of a corporate organisation. Key achievements included implementation of lean manufacturing techniques, winning a 10 year £35m contract and developing two others of similar value, zero injuries in 2 years and implementation of ISO14001 and AS90100 standards.

Responsible for output at 3 locations, I had 7 direct reports including works, inventory, purchasing, quality, test, despatch and repair and overall. I had responsibility for all projects integrating with customers, design office and installation division. Key achievements included reduction of purchasing and operational costs by 250k on a range of products; instigation, design and development of equipment that reduced manufacturing time by 30%; implementation of works controls that improved traceability and improved health and safety on various functions within the build areas.

Prism Data Cabinets manufactured enclosures for the telecoms industry and employed 70 people with turnover of £17m per annum. My role within the company was to create a structure that could cope with massive growth plans for the business and responsibilities included manufacture, purchasing and build and supply of the company’s products and services. During my time at the company we reduced build times by 40%, developed a ‘lights out’ production facility, established an agile and effective supply chain, project managed the re-location of the business into new premises and acquired and developed a sheet metal manufacturing facility.

At B&D Morris I held several positions starting as Technical Planning Engineer before progressing to Production Manager and Operations Director. From 1992 until 2001 I was Managing Director with full profit and loss accountability. The company specialised in precision machined aerospace components delivering products as a first tier supplier into the OEMs. Between 1991 and 2001 we achieved double digit growth year on year and introduced lean manufacturing using six sigma. Other key achievements included maintenance of top level approvals with Rolls Royce, BAE Systems, Dunlop Aerospace and Meggitt; investment in hi-tec machinery to achieve one hit manufacture with sophisticated inspection equipment and processes reducing operational costs and lead times by up to 30%; and reduction of manufacturing costs by re-engineering products with customers.

Hnc Engineering, Hnc

Education record

Education record