Tim Dyer Email and Phone Number

TDE Limited is an Interim Management Services company providing business solutions across a variety of market sectors. We deliver expertise in Operational & Change Management, Sales & Marketing, Supply Chain, Logistics & Staff Training & Development.Completed assignments:-Interim CEO Flexion EnergyInterim GM Energy from Waste Power Station EveroProgramme Manager European Restructure KDC OnePrincipal Supply Chain Manager BAE SystemsInterim Consultant Pailton Engineering LimitedInterim Consultant KPMG working in Army HQInterim Consultant Babcock International GroupInterim Change Manager TXM Plant LimitedInterim Site Director at Adare SEC LimitedInterim Programme Manager for Jaguar Land RoverProject managed product transfer & restructuring programme in South Wales.Interim MD working on a French site closureProject managed a re-tendering process of a not-for-profit organisation in CambridgeInterim MD on a turnaround assignment in FranceManufacturing plant assessments & lean manufacturing training in the UK & across Europe for the world's largest logistics specialistBusiness review for the German parent company of a UK based operation producing products for the space industry, managed the consultation process for site closure & transfer of operations to GermanyThe client stated "the project couldn't have gone any better".Project managed the integration of the printing function of a leading UK insurance group into a Transactional Mail & document management company then managed the site until a permanent appointment was made.The customer said of Tim Dyer “Thanks for all of your hard work and helping us transition…. Your input has been invaluable. Hope all goes well for you and I hope we will have an opportunity to use your services again soon”.“I would certainly second that. We have every intention of continuing to expand and we can always use talented, experienced SMEs. Good luck in your new role and keep in touch.”

Board Director with full responsibility for a family-owned Sheet Metal Fabrication and Powder Coating business with a c£10m annual turnover and c100 employees, designing and supplying both components and assemblies to a wide range of industries from Automotive, Petro-chemical, Retail to Yellow Goods.Achievements;-• Formulated and implemented Marketing plan and strategy which resulted in growth of sub-contract sales revenue• Dramatically improved ppm and delivery performance results• Implemented proactive preventative maintenance programme to ensure Powder Coating Plant achieved unique selling point of 1,000 hours Salt Spray resistance• Recruited Lean Manager to implement lean across business• Actively led Kaizen meetings and teams delivering increased uptime on automated punch machines, improved delivered quality of Weld Department and Powder Coating plant• Led Value Stream Mapping exercise on entire business work flow to highlight and eliminate waste

Board Director with a commercial role with full P&L accountability for the Ticketing Business Unit employing c200 employees with a turnover of £24 million per annum producing Security labels and tapes, Mass Transit & Parking tickets, scratch-off Phone cards, RFID products and the selling of advertising.• Successfully launched the new business unit of Ticketing into the market "post-sale"• Achieved annualised cost reduction of c£500k through £70k of capital investment & resulting operational efficiencies• Invested in new Pre-Press equipment creating a new revenue stream for the site• Restructured Sales Team and won c£1m of new Export Car Park Ticket business in North America• Formed a partnership with a service provider to create “BemroseBooth Mobile” – payment for parking via mobile phone

Board Director with P&L accountability for the three BemroseBooth Manufacturing sites and c450 employees producing specialist printed security products, promotional products, transactional mail, tickets and stamps. Recruited to produce step-change in company profitability and readiness for disposal, which was achieved in July 2008.• Reduced costs by £3.8m in 2007 through re-organisational changes, the consolidation of work to other sites and outsourcing, the use of temporary labour and an overtime reduction of c£500k at the Derby site• Implemented a Lean manufacturing program through the managers (5S, TPM, SMED, Kaizen)• Gained ISO 14001 accreditation for all three sites and reduced waste streams dramatically• Successfully sold the business in July 2008 to an American Venture Capitalist• Re-organised the company into six autonomous Business Units

Reporting to the CEO, had full responsibility for the closure of the Warrington site and transferred operations to the Cardiff and Elland sites.Then held P&L accountability for the Cardiff operation covering Manufacturing, Customer service, Maintenance, Quality and Logistics until the business was disposed of to the Russian Steel group Severstal.• Managed the closure of the Warrington factory and subsequent transfer of operations to the Cardiff and Elland sites• Assisted in the sale of the business to the Russian Steel company SeverstalAt the Cardiff site;-• Improved productivity through use of OEE and consolidated operations from 24/7 to 24/5• Gained accreditation to TS 16949 & ISO 14001• Defined, gained funding for and launched cultural change program working with the Welsh Development Agency

Reporting into the UK Group Operations Director, had P&L accountability for Blythe Bridge site operation, covering Planning, Procurement, Operations, Quality, Maintenance and Tool Room functions, with £150m annual turnover and 1,500 employees covering the Manufacturing, Maintenance, Quality & Distribution of Cooking products.• Reduced site absenteeism from 15% to 3% giving savings of £2.2m per annum• Re-organised Assembly department through the introduction of automated assembly lines and introduced “Takt time” production thinking• Began transferring work to Eastern Europe as per the strategic vision of the new company owners Merloni Electtrodomestici

Joined Michelin as a graduate and worked at their Stoke-on-Trent factory as an Industrial Engineer in various departments including Production, Verification, Sales Office and Warehousing.Moved to France in 1993 and worked as an Industrial Engineer in Clermont Ferrand.Returned to the UK in 1995 and went to the Burnley factory as Production Cell Manager managing 30 operators working 24/7 in a self-supervised team structure. Carried out many lean activities resulting in improving productivity by 30% through reduction of cycle times and improved workshop layouts.Returned to France in 1997 to train as a Product Design Technician and carried out this role until 1998 when appointed Production Manager responsible for 200 operators.As Production Manager implemented self-managed team structure following benchmarking exercise in the USA, and as a result reduced indirect costs by c£675k.Dramatically improved quality to become the benchmark for Truck-Tyre making factories across Europe.