Marc Roberts Email & Phone Number

United Kingdom

Driving digital transformation, harnessing cutting-edge technologies, and delivering innovative solutions that truly make a difference.

United Kingdom

Developed a unique experience that’s infectious fun for everyone.

United Kingdom

Leading transformative initiatives to accelerate organisational excellence and drive sustainable success across multiple sectors, including Construction, Rail, Automotive, FMCG, Service, and Healthcare.Key Achievements:Construction:Led a team to deploy Lean Construction solutions across 5 business units, resulting in the identification of 7 improvement work streams, 30 quick wins, and potential savings of 11 weeks on a large construction build originally planned for 83 weeks.Implemented a Collaborative Planning and Control System for Mace Construction, facilitating on-time and under-budget construction of multiple data centres.Strengthened construction supply chains, optimising productivity, shortening lead times, and enhancing reliability through modular solutions and process improvements.Rail:Supported Network Rail in deploying a Lean Business System across the Kent and Sussex Routes, achieving a 10% service recovery improvement and promoting collaboration through Visual Performance Management Centres, at four tiered levels of leadership.Guided Network Rail's Maintenance and Operational Services Team in implementing a Directors Visual Performance Management Centre and streamlined the project delivery processes.Manufacturing:Designed and executed a full Lean Transformation Model across DS Smith Paper Division (three sites, UK and Europe), generating £2 million in savings in the first year and driving cultural change through continuous improvement routines.Retail:Identified £6 million in cost-saving opportunities for Halfords retail chain by optimising core services, increasing levels of customer focus and driving out waste.

United Kingdom

Leading operational excellence initiatives, driving business improvement capability to streamline project delivery and enhance profitability across diverse programmes and construction sectors.Orchestrating a dynamic team of business improvement specialists, catalysing organisational growth and delivering measurable value in key performance areas: delivery, cost, productivity, quality, safety, and sustainability.Pioneering innovative service offerings tailored to client needs, including the industry-first Lean Competency System accredited by Cardiff University, revolutionising Lean practices in the construction sector.Scoping and securing new business opportunities, crafting bespoke solutions to accelerate results and achieve exceptional outcomes at pace.Spearheading leadership programs and consulting offerings such as the Construction to Production Masterclass in collaboration with Toyota, The Productive Series and Enhanced Collaborative Planning, altogether positioning leaders and empowering teams to drive transformative change and boost performance.

Delivering immediate benefits and providing the skills, capability and approach for a bright future. Building tomorrow’s capability, today.

Uk And India

Led a team of Business Excellence Practitioners across the UK and India, driving £1 billion in savings for the NHS through pioneering productive shared service solutions and global multi-site Lean transformations.Key Achievements:Delivered significant benefits through Lean transformations:Reduced failure demand by 33%Improved response rates by 26% to 61%Decreased lead times by 44%Raised Right First Time (RFT) rate from 88% to 94%Achieved immediate capacity gains of >50% following a 16-week deploymentSustained ongoing productivity improvement by >126% over a 12-month period post-Lean deployment interventionDeveloped a systematic approach to engage teams and drive operational performance:Streamlining processesOptimising end-to-end flowCultivating a culture of daily improvementFostering a commitment to excellenceIntroduced Net Promoter Score (NPS) to drive Service Excellence, shifting focus towards customer-centricity and away from traditional satisfaction metrics.Established a Lean Competency System to enhance internal capability, designing a bespoke training program accredited by Cardiff University, and affiliated as an approved LCS trainer.

Collaborated with global clients to enhance organisational capability, align strategy, and drive process excellence through Lean Sigma methodologies.Key Contributions:Reshaped Dell's Global Business Excellence team, transitioning focus from training delivery to strategic business transformation and knowledge transfer.Streamlined supply chain operations into Russia, reducing lead times from 20-30 days to 8-12 days by optimizing document, data, and product flow.Led lean transformation initiatives, achieving a 50% reduction in lead time for new product/service support and enablement processes.Developed and implemented global programs for practical problem solving and daily management, fostering a culture of continuous improvement across teams.Delivered Dell’s Belted Lean Sigma Programmes across EMEA.Strengthened Dell's healthcare consulting capabilities by transferring Lean Sigma expertise, enhancing service offerings and delivery capability.

Delivered lean solutions internationally, optimising operations for clients in service and transactional environments such as Zurich Insurance (North America), HMRC, BAA, and Royal Sun Alliance.Key Contributions:Supported HMRC in achieving targeted cost reductions and quality improvements, resulting in a £2 million annual reduction in employee over-payments. Implemented performance metrics and process mapping to identify and address inefficiencies.Led lean implementation for Zurich Insurance across 5 strategic offices in North America, improving turnaround times and productivity while minimising month-end time pressures.Benefits Realised:Improved workflow and reduced lead times by implementing workload planning and FIFO prioritisation, resulting in smoother operations and minimised month-end pressures.Increased productivity through performance management and improved team dynamics, enhancing transparency and communication.Enhanced quality by implementing best practices and providing necessary training, resulting in a Right First Time increase from 41% to around 90%.Successfully piloted lean initiatives at Zurich Insurance, triggering a nationwide rollout across the United States involving over 20 offices and practitioners.

Promoted from C.I. Coach within six months to lead the team of Continuous Improvement Coaches, driving sustainable improvement initiatives aligned to strategic business objectives.Key Achievements:Implemented the process for strategy deployment, aligning KPIs and improvement activities at all organisational levels for enhanced clarity and focus.Established daily performance review process, empowering shift teams to drive day-to-day improvement efforts effectively with sustained team based continuous improvement.Led adoption of flow principles, resulting in >50% reduction in product changeover times with minimal investment, and a direct impact on significantly reducing working capital and manufacturing lead-times.Introduced schedule adherence measures and defined scheduling rules, generating 10hrs additional capacity per month to further reduce working capital and significantly improve cashflow.Rolled out 'Lean Leadership' program to transform management behaviours and mobilise the workforce in habitual performance improvement routines.Implemented process confirmation system to sustain effective manufacturing practices.Facilitated best practice events at Toyota and Airbus, fostering engagement and showcasing industry standards to management team members.

Provided coaching, facilitation, project management, and bespoke training solutions to diverse businesses, driving adoption of lean practices and enhancing performance.Key Contributions:Conducted practical workshops, 4-day training programs, and regional events for clients in food processing, aerospace, consumer goods, and postal services, including Geest, RHM Foods, Smiths Aerospace, Motorola, and Royal Mail.Covered a wide range of Operational Excellence aspects, including 5S, Lean Office, Lean Manufacturing, Value Stream Mapping, Practical Problem Solving, Supplier Development, and Resource Planning.Conducted health checks and Lean assessments for multiple sites at RHM Foods, facilitating the development of improvement plans and roadmaps for each site's advancement.

Led Lean deployment across 12 sites, driving culture change through top-down and bottom-up approaches as a shared resource and primary change agent.Key Achievements:Introduced Policy Deployment and Business Operating Systems to align improvement activities with business needs.Developed enterprise-wide strategic road map for continuous improvement.Enhanced recognition and awareness of continuous improvement through quarterly newsletters and highlighting centres of excellence.Project-managed Just-In-Time implementation for 'Runner' products at Doncaster site, resulting in significant stock and lead-time reduction, improved stock accuracy, and visibility.Coached Factory Managers to commit to Lean principles, utilising value stream mapping and promoting "management by sight" mentality.Facilitated shop-floor teams to envision future improvements, empowering them to drive change and take ownership of improvement actions.Completed Master’s degree in Engineering and Manufacturing Management, earning distinction for my dissertation on the application of Lean principles across the central distribution facility at Hazelhead, leading to c£500K annualised savings and improved customer service levels from c70% to >98%.

Developed cellular assembly solutions for new products, overseeing projects from concept to full production.Designed and introduced Hozelock's inaugural flexible manpower production line, streamlining manufacturing processes and optimising resources in line with customer demand.Specified and commissioned new machinery, collaborating with suppliers to ensure cost-effective designs within tight time and budget constraints.Implemented comprehensive Error Proofing systems to ensure part presence and correct assembly, maintaining high-quality standards with temporary agency workers.Collaborated with Product Design Engineers to optimise storage space for a new hose system replacement, resulting in significant cost savings in storage and transportation.Introduced autonomous maintenance and O.E.E. monitoring systems, leading to notable improvements across the factory:20% increase in productivity18% improvement in machine availability13% enhancement in quality

Collaborated closely with client supplier development teams to optimise flexibility, ergonomics, and efficiency in cell and machine design.Actively deployed Toyota Production System (TPS) across gear shift and pedal box lines, serving clients such as Toyota, Honda, Nissan, VW, and JLR.Played a key role in training Engineers in lean tools and techniques, enhancing organisational capabilities.Maintained a strong working relationship with Toyota Supplier Development Team, facilitating smooth introduction of Avensis pedal box and hand brake lines.Conducted line balancing to determine optimum number of operators and trained them to Standard Work within Takt Time.Enhanced assembly of Nissan pedal box by integrating batched assembly processes into one flexible manpower line, focused towards single piece flow, resulting in:Elimination of a 3rd shift and overtimeEfficiency improvement from 47% to 90%+W.I.P. reduction by 85%Significant improvement in service delivery (On Time in Full) to the customer

Completed craft apprenticeship in Press Toolmaking, specialising in manufacture of punches and dies, tool try-out, modification, and repair.Promoted to Kaizen Engineering role post-apprenticeship.Received direct training in Toyota Production System from Toyota's Supplier Development Team. Participated in 'Jishuken' programmes, implementing improvement projects within CovPress Ltd and other first-tier suppliers.Collaborated with Toyota's Supplier Development Engineers on two key projects:Reduced tool changeover time on injection moulding machines from 2 hours to 11 minutes using SMED techniques.Integrated 3 Toyota assembly cells into one flexible manpower line for enhanced efficiency.Implemented Standardised Work throughout the factory to optimise labour utilisation and ensure safety.Applied motion kaizen, line balancing, and performance monitoring to achieve Takt times consistently.

Pgcert, Digital Transformation Strategy

A robust understanding of digital transformation, with a solid understanding of the key challenges that can help and hinder a successful.

Climate Emergency: Risk, Opportunity And Business Resilience

Activities and Societies: The Climate Emergency: Risk, Opportunity and Business Resilience

Advanced Carbon Footprinting & Carbon Reduction Planning

Advanced Carbon Footprinting (GHG Accounting), Net Zero Targets and Carbon Reduction Planning for Organisations

Lean Competency System Approved Trainer

Msc, Engineering & Manufacturing Management

Covering the following specialties: Manufacturing Strategy Management of Lean Organisations Lean Manufacturing Kaizen and Team Building.

Hnc, Mechanical Manufacture

Nvq Level 3 In Supervisory Management

City And Guilds Mechanical Engineering