Case Study
Interim Manufacturing Director
A manufacturer of specialist products supplying to the NHS and the MOD, required operational support to create more capacity in their two plants. An interim executive was appointed and immediately made a positive impact on OTIF and employee morale.
The Client
A rapid growth, ambitious SME, who are specialists in providing R&D led product development solutions to the NHS an MOD, needed support to meet current customer demands, at the same time as identifying acquisition targets for continued growth of the business. The CEO and owner were spending too much time resolving internal operational issues, instead of focusing externally on identifying new customers and potential acquisition targets. An Interim Manufacturing Director was identified to focus on improving throughput and OTIF across two UK based factories.
"Frank quickly understood what was required, setting up regular understandable reporting groups and systems to ensure the correct and appropriate metrics were monitored and actioned. Frank focused the teams through his “just do 4 things” action and objectives system. This provided quick and effective results. OTIF results improved month on month under his leadership. Frank also introduced 5s projects, engaging with all employees, involving and educating them to understand and apply these principals. Frank is very high energy and focus and is an effective change agent." HRD
The Challenge
The objective was to support the loss-making business in the northwest while maintaining the profit-making facility in the South West. Supporting the CEO in his goal to grow the business and develop the corporate vision for the new division.
The processing business was failing to service the customer requirements which were disproportionately usurping the Director’s time to establish and grow the business by acquisitions.
Finally, the interim was required to re-energize the organization and strengthen the management and sales teams, whilst establishing structures and processes to secure sustainable growth.
The Solution
Organize the internal and external sales teams improving margins and growth. Win the confidence of the entire workforce and give manufacturing a much higher profile within the businesses. To chair the morning operations meeting and establish it as a forum of actions.
Ensure other departments supported Operations during the challenges – drawing conclusions and implementing actions promptly.
- Engage with the workforce on a daily basis
- Remove the departmental and external central functions barriers and create an environment with a ‘can do’ attitude
- Participate actively in meetings across both sites
- Support and mentor the new teams during the implementation of the new processes
The Results
- Confidence was quickly restored on the shop floor and in sales
- Manufacturing had a much higher profile across the site and the new format and operations meetings were fully embraced and implemented
- Sales grew over four months by 18%. The cost of Non-Quality reduced from 5.4% to 1%.
- On-Time Delivery improved from 65% to 90%, this restored customer confidence
- Implemented Visual Process Management with real-time data
- One loss making facility made a profit within three months and sustained its profitability
