Delivery of process improvement with line modifications to process, planned targeting with short interval control resulting in a 35% OEE improvement from 42% - 77% consistency at the same time reducing waste stream from 4.5% - 0.7% annual operational savings of £135,000 for labour and £70,000 process waste.

Specialising in Interim Management and Organisational Change in FMCG. Experience covers Multi Site General Manager. Site level including Factory Manager, Operations, Supply Chain.Experience at senior management level within the FMCG sector. The manufacture of Blending dry ingredients, cakes, pastries, confectionary including chocolate products, also artisan, plant breads and morning goods. I have had full P&L accountability for both PLC, multisite and family owned businesses, exclusively own label for all of the UK major retailers, plus a range of branded products in a very progressive career.I have a proven track record in adding value and organisational profit from manufacturing performance improvements, people development and key capital projects.

Grating / Dicing Cheese products OEE performance from a weekly average of 52% to 73% over a eighteen-month period resulting in direct labour saving annualised of £210,000 year 1, followed by £240,000 saving year 2. Driving performance through staff engagement and leadershipReduction of finished goods stock holding and maintaining 99.8% service levels saving £190K

Mini cake production process for food service, set up key performance criteria and planning Developed a database and costing model for the full range of productsdeveloped a Fished goods database for stocks to aid the planing process

Senior manager fir Tyrell's Vegetable Crisp factory, Responsible for improving manufacturing performance and support them through two major customer unannounced audits Achievements Improved operational performance processing an additional 40 tonnes volume per week, through staff engagement, leadership, direction, and process improvement.Successfully achieved targeted audit results with two of the premium UK retailersReduced material variances by 6%

Strategic consultant for the operational team• Improvements in production efficiency ensuring shifts perform to planning standards consistently.• Introduced measures so mangers review shift performance in real time to take appropriate action.• Developed and operational people agenda for the development of key skills to allow growth.• Improved operational performance review meetings, highlighting KPI’s and focus areas• Staff engagement to support strategy

Family owned business turnover in excess of £80 millionOperationally managed three of the FRS manufacturing sites with P&L accountability, responsible for delivering against challenging KPI's in Safety, Quality, Cost and Customer Service.• Business turnaround(Aldred’s Derby) 600k per annum losses to break even within fifteen months • Delivered in excess of £1,000,000 savings with plant bread improvements to OEE • Delivered bread waste reductions through CI projects resulting in £180k YOY operational savings • Delivered bread plant packing automation project £3.5 million, handling 15k loaves ph• Accident reductions of 75% through strategic organisational improvements and staff awareness

Used as a trouble shooter for poor performing sites, managed six of the eleven sites, looked after three as GM in 2005 - 2007. Responsible for full site P&L accountability, development of management teams and site strategies for growth and performance.• Technical compliance and GMP, achieved Tesco Blue PIU standard on two sites previously Red• Delivered Project in-house manufacture of sugar pastes and marzipans £550k annual savings• Project managed and relocated two businesses totalling 12.5million turnover• Delivered continuous mixing project resulting in operational savings of 320K per annum• Delivered development of the management teams to support business growth• Managed cultural challenges and behavioural issues

Small family business, manufacturing a range of slab, layer and Christmas cakesFull P&L accountability responsible for Operations, Engineering, Technical and NPD departments• Business turnaround from loosing 200k per annum in to profit within eight months • Operational improvements annual saving on waste of 80k • Operational efficiency improvements annual saving of 140k• Reducing direct and indirect costs of 130k per annum• Delivered significant quality improvements through implementation of controls systems and process layout and improvements • Development of middle and senior management team through coach and mentoring