Rowland Glew Email & Phone Number

Leeds, Gb

Process waste reduction and removal , implementation of Total productive maintenance strategy, operational production strategy , warehouse strategy , Quality strategy. Cross-functional training and collation, coaching and developing the management systems processes.

Changeover reduction, mentoring and coaching senior leaders, creation of a management operational key performance indicator tier structure, implementing problem solving techniques and systems to capture inefficiencies

Supplying operational excellence support services throughout the UK since 2016

Coaching operational excellence

Position Lean Consultant Business ISO Group: Creative foods o Process Mapping: Our organization has developed a comprehensive system consisting of four process maps, meticulously illustrating the sequential flow of activities within our factories. These visual representations serve as invaluable tools, enabling us to gain a profound understanding of each individual step involved in our operations.o Kaizen Activities: In line with our commitment to continuous improvement, we have devised a sophisticated mechanism that extracts pertinent information from the aforementioned process maps, subsequently generating Kaizen activities. These activities are specifically designed to eradicate inefficiencies and eliminate non-value-added tasks, thereby facilitating the perpetual enhancement of our operational processes.o Critical Reports: To enhance our decision-making capabilities and optimize our material utilization, we have successfully implemented a robust reporting system. This system provides us with enhanced visibility into our materials, enabling us to make informed choices and judiciously leverage our resources.o Management Mentoring: Recognizing the pivotal role played by our management team in driving operational improvements, we have diligently provided them with expert mentoring and guidance. This has equipped our managers with the requisite skills and knowledge to effectively spearhead our continuous improvement initiatives.o Onsite Support: In our unwavering pursuit of excellence, we have provided steadfast support during the implementation of Statistical Process Control (SPC) methodologies at our sites. This hands-on assistance ensures the seamless integration and optimal execution of this quality improvement approach.

Position Group Continuous improvement lead Business Whole Bake LtdBusiness Improvementso Introduction of a revamped daily review meeting: We have instituted a new daily review meeting to convene key stakeholders and deliberate on the progress, obstacles, and avenues for enhancement within our production processes. This gathering serves as a platform for efficient communication and collaboration, ensuring alignment and concerted effort towards our shared objectives.o Development of an optimized process flow: Through meticulous analysis and optimization, we have devised a streamlined process flow that has effectively eradicated 2000 minutes of monthly downtime. By rationalizing our operations and identifying and rectifying the root causes of production errors, we have significantly bolstered overall productivity and minimized disruptions.o Implementation of SMED (Single-Minute Exchange of Die) activities: We have successfully integrated SMED activities to curtail equipment changeover times. This system entails the simplification and streamlining of changeover steps, transforming them into "external" tasks that can be executed while the equipment is operational. By adopting SMED, we have achieved reduced manufacturing costs, smaller lot sizes, improved responsiveness to customer demand, lower inventory levels, and seamless startup procedures.o Establishment of dedicated full-time production teams and improvement coordinators: To further fortify our operational efficiency, we have established dedicated full-time production teams and improvement coordinators. These committed individuals are entrusted with the continuous monitoring and enhancement of our processes, ensuring proactive resolution of challenges and identification of optimization opportunities.

Position Lean ConsultantBusiness BranstonBusiness Improvementso Full operational meetings were strategically devised and implemented to foster seamless communication and foster a collaborative environment among team members. These meetings provided a robust platform for deliberating production objectives, addressing obstacles, and exchanging best practices.o An intricate production shift report was meticulously crafted and enacted to meticulously monitor shift performance and identify areas primed for enhancement. This comprehensive report offered profound insights into productivity, downtime, and quality metrics, thereby facilitating targeted actions to optimize operational efficiency. o Well-defined productivity targets were instituted and subsequently transformed into Overall Equipment Effectiveness (OEE) targets. By establishing crystal-clear objectives, the team was able to concentrate on augmenting equipment availability, performance, and quality, ultimately culminating in heightened productivity levels.o A sophisticated system was meticulously deployed to pinpoint production lines that exhibited a downturn in performance. By embracing a marginal gains approach, the team aspired to effect incremental enhancements across multiple lines, ultimately leading to a noteworthy 2% upswing in overall OEE. o Overall Equipment Effectiveness (OEE) experienced a commendable 10% surge, underscoring the remarkable improvements in operational efficiency and effectiveness across production processes.o The enhancements in productivity culminated in a notable reduction in cost per unit to 7p, thereby yielding a favorable labor variance of £7000 per week. This cost reduction played a pivotal role in bolstering overall profitability.

Position Operational Excellence Consultant (Boston Consulting Group )Business Hello FreshBusiness Improvementso In our relentless pursuit of operational excellence, we have successfully implemented a series of pivotal enhancements to our business operations. These enhancements have empowered us to pinpoint the precise origins of errors and develop targeted countermeasures. Through an exhaustive analysis of our process flow, we have aptly identified the root cause of production errors, thereby facilitating the implementation of precisely tailored solutions.o Moreover, we have astutely recognized the paramount importance of effective communication, exemplary leadership, and the development of material handling proficiency within our esteemed organization. Consequently, we have proactively presented avenues for improvement in these critical areas, with the ultimate objective of optimizing our overall performance.o To streamline our production processes, we have introduced a cutting-edge production material visual management system. This innovative system has heralded a remarkable improvement in both the visibility and accessibility of materials, leading to a substantial reduction in errors and a commendable enhancement in productivity.o Additionally, we have instituted a collaborative morning meeting with our esteemed key stakeholders. This pivotal gathering serves as an invaluable platform for open and transparent communication, fostering the exchange of ideas and engendering a seamlessly coordinated workflow that is devoid of errors.

Position Operations Lean Consultant Business Bake Away Cerealia Group Operational Improvements and Business Growth Infrastructureo Identified operational improvements and led the implementation of various improvement projects to enhance operational efficiency. Developed and designed key performance indicators (KPIs) to provide visibility of critical performance metrics. Implemented statistical process control charts to identify potential areas for improvement.o Led the design and implementation of tiered management performance review meetings, action boards, and data analysis. Conducted weekly performance review meetings for ground floor teams. Introduced factory floor performance boards in critical function areas to provide visibility of line performance across all shifts and inform teams about business KPIs.o Implemented OEE (Overall Equipment Efficiency) measurement and designed the SIC (Standardized Improvement Cycle) to monitor and improve OEE. Led the project for the implementation of a Red Zone OEE KPI management system.o Played a key role in developing the middle management team and team leaders. Led site recruitment, training, and development initiatives. Conducted analysis of material giveaway and performed process capability analysis. Implemented performance and capability improvement projects to reduce material giveaway by establishing best-in-practice settings and increasing process capability.o Project managed the site acceptance test for two new lines, ensuring timely completion and adherence to budget. Optimized production lines, improved production planning, and increased customer service levels. Achieved increased throughput, efficiency, and reduction in first hour and cold start loss time.o Implemented measures of success and designed and implemented waste process and tracking system. Developed and implemented a comprehensive labor management system, including holiday management, skills matrix.

Position Operations Support ManagerBusiness Twining’s ABF Group, Tea Manufacturing Plant, Andover.Business Improvementso Increased Weekly Average OEE by 12%: Through focused efforts and strategic planning, we were able to improve Overall Equipment Effectiveness (OEE) on a weekly basis, resulting in enhanced productivity and reduced downtime.o Improved Weekly Average Throughput by 10%: By implementing efficient processes and optimizing production workflows, we achieved a significant increase in throughput, resulting in an additional 619,484 units produced per week. This equates to the productivity of an 8-hour shift.o Implemented New Cleaning Process: As part of our commitment to maintaining the highest standards of quality and hygiene, we successfully implemented a new cleaning process within the process area. This action was in response to a BRC audit and ensured compliance with industry regulations.o Engaged and Empowered Area Leaders: Through effective communication and leadership, we engaged and empowered our Area Leaders to take ownership of their positions. This resulted in improved coordination, problem-solving, and decision-making within their respective areas.o Designed Handover Information Board: To ensure smooth transitions between shifts and enhance communication, we designed and implemented a handover information board. This visual tool streamlined the exchange of critical information, minimizing errors and maximizing efficiency.o Enhanced Team Engagement: By fostering a positive and inclusive work environment, we successfully improved team engagement. This led to increased morale, collaboration, and overall productivity.o Improved Fault Finding: Through targeted training and skill development, we enhanced our team's ability to identify and resolve faults in a timely manner. This proactive approach reduced downtime and improved overall operational efficiency.

Position Interim Factory Manager Business Quorn Foods International plant-based manufacturing business leading the way in meat alternative products. Business Improvementso Implemented a comprehensive SHE (Safety, Health, and Environment) program to ensure a safe working environment for all employees. Conducted regular safety inspections, identified potential hazards, and implemented corrective actions.o Improved product quality through the implementation of rigorous quality control measures. Conducted regular quality checks, identified areas for improvement, and implemented corrective actions to reduce defects and customer complaints.o Implemented cost management strategies to optimize production efficiency and reduce waste. Analyzed production processes, identified areas of inefficiency, and implemented cost-saving measures such as optimizing raw material usage and reducing energy consumption.o Implemented performance tracking systems to monitor and improve production performance. Established key performance indicators (KPIs), tracked production metrics, and identified areas for improvement to increase productivity and meet production targets.o Developed and implemented training programs to enhance employee skills and knowledge. Conducted regular training sessions to improve technical skills, promote teamwork, and ensure compliance with company policies and procedures.o Established effective communication channels between departments and shift teams to ensure smooth operations and timely resolution of issues. Conducted regular team meetings, encouraged open communication, and fostered a collaborative work environment.o Implemented continuous improvement initiatives to drive ongoing efficiency and productivity gains. Encouraged employee participation in problem-solving and process improvement activities, and implemented their suggestions to optimize operations.

Interim Operations Support ManagerBusiness LF Business LF Beauty which is part of the Li & Fung organization, and specializes in manufacturing premium beauty products. As a production manager, my primary focus was to conduct a root cause analysis of a negative material variance and provide support to shift managers in the day-to-day operations of the processing facility.o I successfully project managed the company's material variance improvement program, resulting in a positive variance of £400,000. This improvement was achieved by implementing processes that followed the value stream, ensuring efficient communication and transportation of documentation, conducting data analysis, and closely monitoring material weighing before and after production, as well as during the production processing and packing stages.o Additionally, I provided mentoring and support to all shift managers across three shifts, assisting them with their daily activities and ensuring smooth operations.

Interim Project ManagerBusiness Fold Hillo A privately owned pet food processing plant, is one of the UK's largest independent pet food businesses specializing in the production of dog biscuits.o In my role as the lead project manager, I successfully delivered a new Tesco Christmas product range worth £1000,000. I played a key role in designing the process flow, organizing teams, and establishing production plans. I effectively liaised with various departments to ensure the overall Christmas demand was met.o To ensure the success of the company in 2018, I identified and highlighted low-risk investment opportunities. This strategic approach helped to secure the company's growth and profitability.o In addition, I completed line balancing on the 2017 production lines and successfully implemented a new production process flow for 2018. The introduction of a batch process improved efficiency and reduced production time.o To optimize labor utilization, I balanced the workforce and effectively managed a team of two other interims. This collaborative effort contributed to the smooth execution of the project and the overall success of the company.o With my expertise in project management and business improvements, I have consistently driven operational enhancements and contributed to the growth and success of Business Fold Hill.

Position Interim Operations support Manager Business Frank Robertso Family Run Business is a reputable establishment specializing in the production of artisan bread and large-scale production of flatbreads. As the day shift Production Manager, I played a pivotal role in ensuring business stability during a transitional phase in management and production volume adjustments.o To enhance operational efficiency and productivity, I spearheaded several key business improvements. By identifying and eliminating bottlenecks, I successfully achieved a balanced production line, facilitating a smooth flow of products from the manufacturing process to packaging. This strategic move significantly enhanced overall workflow and eliminated any hindrances to productivity.o Furthermore, I took charge of leading the site acceptance test for a new Travel oven, where I meticulously crafted a bake profile for each individual product. This meticulous approach maximized the oven's performance, resulting in increased yield and throughput. The successful implementation of this new oven technology not only improved product quality but also enhanced overall production efficiency.o In addition to my operational responsibilities, I also actively engaged in coaching and developing the night shift manager. This collaborative effort aimed to cultivate a high-performing and cohesive team, further contributing to the business's success.o Overall, my contributions as the day shift Production Manager at Frank Roberts Family Run Business have been instrumental in driving operational improvements, enhancing productivity, and ensuring a seamless transition during periods of change.

Position Interim Operations Support ManagerBusiness Giles Foods o As part of my role within the Warburtons Family, I was entrusted with the task of implementing process improvements and re-engaging the team, while also providing support to the existing shift managers and enhancing our standard key performance indicators (KPIs).o To achieve this, I introduced a bespoke new KPI that effectively measures individual product performance and line efficiency. This invaluable metric provides the company with clear insights into the high and low performers within our product range.o Through diligent efforts, we achieved a remarkable 19% increase in throughput, resulting in an impressive daily production of an additional 10,850 units. This amounts to 25 racks per day or a staggering 227,850 units per average 21-day month.o To streamline operations further, I developed three production rotas with comprehensive cost analysis. This strategic approach has empowered the company to determine the most practical and cost-effective rota, enabling our dedicated team at Giles Foods to work diligently seven days a week.o In order to closely monitor and optimize factory performance, I implemented a comprehensive tracking system, enabling Giles Foods to meticulously track individual zones in terms of productivity, waste, downtime, and average takt time.o Additionally, I spearheaded a significant investment of £2000 to revamp the changeover and processing of a product. This transformation has resulted in the formerly inefficient product, Lidl Lemon, becoming the most efficient and profitable item within our portfolio. Over a span of five months, we successfully reduced labor costs over standard from £9876 to £0, resulting in a positive labor variance of £3477 and overall savings of £13353.o Furthermore, I took on the responsibility of mentoring shift managers, ensuring their continuous growth and development within the organization.

Business Samways International Fish merchantsManaging this well-established family-run business, supplying local restaurants with filleted fish and supplying large bulk loads to Europe.Brief: Improve performance, yield, lead time, and planning. Improve business structure improve methods of operating efficiency and all General Site Operations manager’s Duties o Introduced target KPIs for the ops team, providing clear area performanceo Introduced morning meetings where data was collected and analyzed, issues were discussed, and actions given out to the relevant team members.o Rectified a company’s historical fault with power that was causing full factory power cuts.o Improved factory performance by 15% with new team engagement, handovers, information, open door policy & a new Staffing Rota, and increased production team’s enthusiasm and focus working life balance established o Improved factory team enthusiasm and engagement with the senior team.o Material supply forecast improved by measuring the average amount caught in the Sea giving us a more predictable production plan, Measuring current productivity performance aligned with our new production forecast it was clear I could reduce daily staffing levels. I implemented a new staffing Rota, previous no control over staffing levels, the production team of 15 people working 7 days a week with no structure, new system allowed us to have 3 people at any given time to hit customer demand reducing labour costs £300 daily £2100 weekly, average monthly saving of £6300o Product yield tracking system implemented & 5% Yield improvement