Simon Flegg Email & Phone Number

England, United Kingdom

• Controlled all site manufacturing, engineering, transport, purchasing, quality and health & safety operations, including HR and disciplinary issues for 7 direct and 150 indirect reports.
• Operated as an integral part of the senior management team to achieve yearly budget of £12 million sales with 10% profit.
• Developed a proactive management team through the introduction of appraisals and restructuring of roles which instigated a culture change.
• Increased the number of accident free days from 300 to over 600 by leading a behavioural safety programme.
• Negotiated with unions and implemented new shift patterns which improved productivity by 20% and customer service by 25%.
• Installed an improved planning system which led to 30% reduction in factory waste and product lead times reducing from 5 to 4 days.

• Managed 60 dayshift and 40 nightshift production operators to ensure customer manufacturing requirements were met.
• Co ordinated on site training activities developing information centres including training matrices, SOP’s and risk/COSHH assessments.
• Delivered and maintained 60% improvement in factory productivity.
• Utilised process improvement techniques to reduce cost of quality from 1.6 to 0.7% and failed deliveries from 2.0 to 0.35 %.
• Implemented an effective TPM programme that reduced breakdowns by 60%.

• Ran 24 hour production department manufacturing £100,000 orders/day.
• Reduced raw material and finished goods stock levels from 5 days to 24 hours through the introduction of kanban.
• Recruited, trained and motivated a team of 60 to progress to become a World Class Business, using knowledge gained from training at Toyota.
• Managed all personnel issues including employee appraisals to develop individual’s potential and chaired all disciplinary hearings.
• Organised factory relocation whilst maintaining customer service.

Led Kaizen meetings and empowered teams to implement improvements.Overcame resistance to change by initially working as an operator and then utilisingvisual management of performance.Increased productivity by 70% and reduced scrap by 50% using poka yoka techniques. Reduced machine set up times from hours to minutes (SMED method).