Stan Peel Email & Phone Number

Wales, United Kingdom

S.Wales

Headline HighlightsHeadhunted by the CEO to transform and work alongside the Operation Directors to turnaround struggling installation centres this has increased installer productivity by 30% and reduced debt by £2M nationwide.Re-engineered finance reporting, reducing the production of month end reports from 1 week to a 1 day.Converted 65 Office Managers to field based allowing all data to be accessed remotely. “Office Managers” now spend 80% of their time in the field interacting with the customer and preventing complaints.Overhauled and redesigned the company’s complaint system reducing complaints by 50% in the first 6 months.Redesigned the service engineering pay structure that has motivated engineers to increase their first time completion rate from 65% to 85%.Reduced Installer attrition by 50% and increased recruitment of installers by 28%.Introduced field distance optimisation software that has reduced mileage travelled by service engineers by 60% and increased productivity by 30%.Managed the deployment of Microsoft 365, which increased productivity by simplifying and removing duplication. This has reduced the number of call centres from 4 to 2 and saved £400K.

Norwich, United Kingdom

A multi-site UK Chocolate manufacturer with a turnover of £90 million per annum.In 2014, I was headhunted to initiate a company wide transformation of the Kinnerton business and reported directly to the board.Headline DeliverablesConverted company overall ambition plans to deployed transformation strategies throughout the business and introduced monitoring and ongoing evaluation. This resulted in a profit increase from 2.3M to 5M in 2015.Managed an Operational Excellence Change programme that restructured staffing levels, production support cost and overhead expenditures in line with agreed budgets and profitability and financial targets.Created the Business Operational Excellence vision and produced a company guide to Operational Excellence focusing on the behaviors, tools and techniques for Creating the Right Environment, Doing the Work Right and Doing the Right Work.Successfully led the team to achieve M&S silver accreditation in both our factories Identified and delivered projects throughout the business that resulted in audited savings of 700K in the first year of implementation.Business Process re-engineered (BPR) Marketing Tooling and Artwork. Eliminating unnecessary paperwork and Non Value Activity (NVA) resulting in reduced Overhead costs of £400KIntroduced companywide workplace organisation throughout manufacturing and retrofitted all offices resulting in increased efficiencies, a 60% reduction in archives and paperwork and transformed working conditions.

Responsible for business transformation, cultural change and multiple parallel projects in manufacturing (Extrusion, Fabrication and Glass factories), Service and Operations. Reporting to the COO and part of the Board.Headline HighlightsCompleted 65 manufacturing projects which resulted in an audited bottom line saving of over £15M and a stock reduction of £3M. Processes have been optimised, waste reduced, cost minimised and cash flow maximised.Conducted Companywide training in Lean sigma, resulting in 58 Lean sigma greenbelts and 138 shop floor personnel with a NVQ2 or NVQ3 in business Improvement techniques. This training won the EEF SE Region Future Manufacturing Awards (Skills category) and was and national runner up.Developed, formulated and implemented a “hands on” pragmatic Lean and six sigma deployment strategy - Recognised as state of the art by BSI and exceptional by the BQFIncreased top line revenue from £5K to £125K from repeat business, reduced remedial call outs by 40% and an increased NPS score from 55% to 75%.Business process re-engineered (BPR) call centre operations to automate processes and eliminate unnecessary paperwork and Non Value Activity (NVA). This has reduced overheads by £600k and the operational cash flow cycle by 30%. .

Reported to the MD and Operations DirectorHeadline highlightsDoubled productivity and shop floor capacity, reducing WIP by 70% and increasing business profitability by 10%, by deploying lean-sigma and leading 7 Kaizen blitz eventsReduced customer debt from 7M to 3M and debtor days from 90 to 20 days within 6 monthsDecreased the total Cost Of Quality (COQ) from 4% to less than 1%, saving £144K per year in 8 weeksSuccessfully completed 3 BSI and customer audits, resulting in a successful customer bid of 0.5MWorked in the US for 6 months as MBB, reduced timber wastage by 60% and introduced PVC recycling.

As a lean logistics consultant and part of the biggest change team in Europe, managed multiple change projects and change agents, resulting in 1M worth of savings and a 150% increase in picking and replenishment and On Time delivery In Full (OTIF) of 1.1M parts from 60% to 99%.

Bsc, Geochemistry

Msc, Automatic Control And Manufacturing Systems Engineering

Fmm, Operational Excellence