We believe that helping people to achieve what they thought was previously impossible is the most valuable thing we can do. If this sounds interesting, it would be great to talk.

I work with clients to bring about cultural change and embed cross functional high performance teamworking. nick.burton@njbcs.co.uk+44 (0)782 455 2460

Working with visionary leaders who see the potential in their people and have the conviction to build businesses that delight their customers every time.I am proud to have worked with many leading companies including: Berkeley Modular, Europesnacks, Ilke Homes, Nestle Health Science, Danone (Nutrition, Medical & Water), Pepsico (Dairy & Infant Nutrition), Murray Goulburn, Charlie Bighams, Ornua, William Grant and Sons, Edwards Vacuum, Volex, Anglian Water, Balfour Beatty, David Wilson… Show more Working with visionary leaders who see the potential in their people and have the conviction to build businesses that delight their customers every time.I am proud to have worked with many leading companies including: Berkeley Modular, Europesnacks, Ilke Homes, Nestle Health Science, Danone (Nutrition, Medical & Water), Pepsico (Dairy & Infant Nutrition), Murray Goulburn, Charlie Bighams, Ornua, William Grant and Sons, Edwards Vacuum, Volex, Anglian Water, Balfour Beatty, David Wilson Homes, Prater, The Chemson Group and National Grid.We have strong links with University College Cork where I have guest lectured for the Post Graduate Lean Supply Chain Masters Programme on the subjects of Food and Beverage Disruptive Propositions and Production System Design. Total Flow delivers transformation by challenging the way people work together and inspiring them to achieve more. Through education, consulting, and change facilitation, sustained by extensive workshops, coaching and training, we allow business leaders to think differently and pursue innovation through every part of their value chain.Our global team of consultants support the transformation of infrastructure, manufacturing and service organisations. For each client we explore the limits of possibility, creating and implementing a clear and sustainable strategy to ensure tangible results for better operational capability. Show less

I led the SLT at a £55m turnover site employing 165 people that supplied fresh produce to major UK retailers. I asked each of my team what they wanted to be known for and supported them to achieve each goal. Through programmes of improvement activity we:• Championed a culture of behavioural safety which led to a 94% reduction in safety incidents.• Achieved a 1% (£0.5m/pa) yield improvement through simple visual management that allowed line dressing teams to modify how they worked based… Show more I led the SLT at a £55m turnover site employing 165 people that supplied fresh produce to major UK retailers. I asked each of my team what they wanted to be known for and supported them to achieve each goal. Through programmes of improvement activity we:• Championed a culture of behavioural safety which led to a 94% reduction in safety incidents.• Achieved a 1% (£0.5m/pa) yield improvement through simple visual management that allowed line dressing teams to modify how they worked based on live reporting of product quality scores.• Invested £2m in new assets including standing up an Organic packing facility which enjoyed flawless startup. • Applied line balancing principles to create safer, more ergonomic workstations and work practices where the team enjoyed a >30% productivity increase. No one worked harder. • Reduced site material inventories by 50% through demand based pull flow which freed up space (For the Organics startup), eliminated shortages, damage and obsolescence.• Our team asked if friends they knew could apply for vacancies. Show less

I led the introduction, pilot and roll out of a Total Productive Maintenance (TPM) programme across the packaging, filling and process operations at the Banbury site. We used this programme as a pathfinder to explore how we could and should work differently across functions to be more effective, enjoy higher levels of perfomance and deliver value. We established, facilitated and supported core working groups who learnt to see and addressed the issues that were causing assets to under perform… Show more I led the introduction, pilot and roll out of a Total Productive Maintenance (TPM) programme across the packaging, filling and process operations at the Banbury site. We used this programme as a pathfinder to explore how we could and should work differently across functions to be more effective, enjoy higher levels of perfomance and deliver value. We established, facilitated and supported core working groups who learnt to see and addressed the issues that were causing assets to under perform. We pioneered and built sufficient and sustainable working practices and standards for Operating, Cleaning, Maintaining and Changing Over. We put people at the centre of the programme and gave them the time, space and support to learn, develop, grow, network and collaborate. Our operating teams achieved incrementally higher OEE performance. We progressed from TPM and applied lean systems thinking to the gate-to-gate supply chain to reduce and right size raw and finished goods stock holdings and formalise movement through pull flow. Show less

I led a shift team of 50 people who packaged the Birds dessert range, catering and stick packs of coffee and dessert mixes.

Formerly British Steel Strip Products / Corus Group:Shift Management.Process Improvement Engineer.Nippon Steel Japan Benchmarking programme lead for Hot Dipped Galvanising.