Introduce new working practices to ensure monthly over dues were eradicated and increase in market sales were satisfied each month. Achieving 100% on time deliveries.

Work flow of materials and work processes and practices throughout the business, introduction of factory layout, new production facilities, continous improvement techniques and disciplines. Time and study and Implemented employee training programme. KPI measure and team briefings.

Reporting to the Managing Director, led employee and HR activities (c140 staff), from having no formal systems to well developed effective procedures and world class manufacturing systems. Grew the business from £2m turnover to £12m, supporting the expansion from one to sites:Led a culture change programme, introducing new manufacturing techniques and methods, Quality techniques and engaging the employees in adopting new working practisesIntroduced flexible working practises to over 24 hour/7 day a week operations, analysed business needs and projected production levels, reviewed plant layout and equipment and identified the need for shift working.Introduced cross functional team working and a communication strategy involving a clear direction and expectations including clear role specifications/job descriptions. Undertook an employee consultation exercise, analysed feedback and ran a pilot programme leading to successful introduction of changes to working practises.Effectively introduced Human Resource Management Policies, processes and procedures for the entire spectrum of HR activities including Recruitment & Selection; Performance Management, KPI's & Disciplinary/Absence Management procedures and an employee development programme.Simplified production planning techniques, giving the team leaders and supervisors more accountability and gave support through communication, supporting through problem solving and training.Designed and delivered a training programme including manual handling and crane training; developed a CD to highlight effective and ineffective practises within the factory, followed by a multi learning programme.Introduced a flow line for production increasing production by 60% and reducing the levels of staff needed; involved employees in the development and introduction trained all the staff in new approaches, empowered employees to take ownership for own roles and quality of production.

Presentation of the NVQ process to various organisations on behalf of Dudley CollegeExternal Training, Assessment and Verification of Health & Safety, and all Manufacturing processes within the work place Levels 2 & 3

High volume manufacturing)Reported to the managing Director, Turnover £ 14m, c200 employees over 3 sites, Manufacturing of heating and water systems for the O.E.M. leisure industry and Industrial Engineering Clamps. Responsible for Logistics, manufacturing, production & maintenance department:Turnaround the performance of maintenance department gave clear expectations and standards and published on going performance results.Published 'live' results on the factory floor and improved efficiency throughout the plant (responding to poor maintenance record).Benchmarked Vs BQF model resulting in process aligned organisation structure and business integrated key tasks. Part of team to introduce Investors in People; driving strategy and implementation plans; reviewing all aspects of People Management and Development and introducing Quality approaches, QS 9000, - ISO.9001.Lead facilitator for cross functional focus groups, to review quality/customer improvements across the organisation leading to a number of changes to working practises (from 60% to 98% time delivery).Undertook benchmarking exercise to identify and share through British Quality Foundation comparing 'best in class', setting targets for improvements. Led changes in working practises and introducing implementing step changes in manufacturing to make cost effective, response to market needs.Production planning maintained 'Production to Plan' rate 95%; delivered performance to customers improving from 65% to 97% 'Right First Time' reducing lead time on Supply Chain Process form 100 days to 60 days.Introduced MRP2 (Materials Requirement Planning) on IT Steering committee.Supported new product develop programme from 24 months to 12 months from concept to delivery of product, by site visioning and layout.Encouraged employee involvement with employees undertaking presentations to Directors on what they had achieved over previous 12 months.