I have been a management consultant for in excess of twenty years, conducting assignments in Europe, USA and Asia, specialising in manufacturing, business and process improvement as well as more general management consultancy in a wide range of organisations.

I worked for a number of years in the Cap Gemini Global Automotive Centre of Excellence responsible for Manufacturing and Supply Chain  Solutions .I have operated as an independent consultant since January 2003

I have developed a pragmatic approach to implementing Lean and Agile business transformation from awareness stage to hands on support at the business level.

Within my consultancy career I have provided regular training in Lean and Agile Business Processes both to clients as part of the change programme or internally where I have developed a number of consulting methodologies.

 Career History

2003 – now     Independent Management Consultant

1990- 2003     Cap Gemini  Management Consultant

1984-1990      Computer Management Group ( CMG ) Management Consultant

1978-1984      Amphenol Ltd Materials Executive responsible for planning,     procurement, materials management and European business systems.

1971-1978  British Twin Disc Systems and Materials Manager.

1964-1971  Export Packing Services  Design and Works Manager

1956-1964  HM Dockyard Chatham Coppersmith.

 Key Achievements

 Factory Automation

I recently successfully completed a project with a Factory Automation client to develop and package their next generation factory products this included:

•   A new way of approaching the highly accurate measuring and/or positioning of parts for manufacture,

•   A diagnostic product designed to address the key areas of volatility.

•   Development of an operational sequencing solution

I have worked on the design of a managed IT Service for the outsourcing of the factory environment for a large Automotive OEM in the USA

 Lean and Agile Business improvement

I have at my disposal a number of tools that support the Lean and Agile philosophy for change these include a

• Lean / agile survey and health-check
• A structured set of business games which are designed to increase the understanding within all levels of the business
• Detailed information packs and templates for the principle techniques such as Kaizen, JIT, and QFD.

 I have also conducted a number of projects implementing Lean Business Techniques focused on improving productivity, throughput and cost reduction. This includes providing education and support in techniques such as Kaizen, QFD and Simultaneous Engineering

 I led the development of new systems to manage the design and delivery of new passenger car models and major upgrades from tooling design to start of production, this included using a number of techniques, such as simultaneous engineering, and the group approaches of QFD

 Led the Implementation of an ERP solution, for a tier one supplier of automotive engine cooling systems. The scope included implementing lean manufacturing techniques and JIT pull processes

 I developed a survey, which was conducted by Gartner in the benefits achieved in lean manufacturing throughout the European Automotive industry including suppliers and logistics companies

 Manufacturing Consultancy/Project Management

 I  managed a number projects which include

 Project Management of the design of a Manufacturing Execution System for a large steel manufacturer. The project scope was to design and develop a standard solution that would be used across the group covering all plants and products

Managed a project covering the implementation of ERP systems in six European plants of a manufacturer of heavy goods trailers, tankers and tippers.

Supply Chain

 I have worked on an automotive aftermarket project to increase the customer service levels by developing automatic reordering and replenishment systems which resulted in greater responsiveness and reduced inventories

 I was also part of the UK Governments  "three day car" research project supporting supply chain and manufacturing.

 For the past five years I have focused on improving the logistics and dynamics of the automotive supply chain. This has included:-

 Leading the design of new systems and processes to support the CKD operations for a global OEM.

 I developed a new approach covering the management of vehicle delivery throughout Europe. This gained recognition in the industry, which resulted in me being a judge for the European Automotive Logistics awards in 2001,2002 and 2003.

 I worked with a client to develop their SAP Automotive Centre of Excellence, this including writing a 20 min movie covering the automotive supply chain,

 I conducted a 20 minute live interview on the Sky Automotive Channel, reviewing the future direction of the automotive industry in terms of increasing profitability and moving to a business model that increased the percentage of vehicles built directly  to a customers order.

 I have had a number of papers published covering supply chain issues and solutions in both the automotive and pharmaceutical industries.

 Data Analysis and Process Improvement

 I have managed major outsourcing projects where data was collected and analysed to ensure service levels were met and then improved by introducing waste reduction and process improvements.

 Consultancy and training clients include Lilly Industries, Metal Box, British Steel, Mercedes Benz, BMW, Ford, GM, Saab, SKB, Fiat, Proton, MSD and Cap Gemini.

The key elements for this course are:-

1. Feasability Planning
2. Risk Management
3. Failure Management
4. Distaster Recovery

Learning Outcomes

Feasability Planning

• how to develop the project charter
• understand the scope an areas of the Feasability Study
• how to develop a benefit analysis
• Project Lifecycle
• Feasability Study outcomes

Project Risk Management

• understand risk and uncertainty
• stages in project risk management
• processes of managing risk
• typical risks
• assesing risk
• risk identification

Project Failure

• fundemental causes of project risc
• learning from project failure
• Managing Project issues

Disaster Recovery

• What is a disaster
• developinf a disaster recovery plan
• identify and asses project risks
• Plan Recovery
• recovery plan testing

Duration 1 day

This course covers the achievement of more throughput for less effort

The key areas are

•  Plant preperation to increase throughput
• Understanding material flow
• Approach to implementation

Learning Outcomes

• How to implement the 5S approach
• Benefits of the 5S system
• What is VAT analysis
• Understanding throughput constraints
• How to achieve Just In Time production

Duation 1 day

This course covers how to use lean business practices increase the savings when implementing enviromentally friendly business practices an covers the areas of;-

• issues of global warming
• the fundementals of Lean
• the lean toolbox
• developing a lean green enterprise

Learning Outcomes

• company practices before and after lean and green
• the truth about global warming
• concerns about Water polution
• issues with cars and the environment
• issues with electric power generation
• managing air quality
• issues with batteries
• refridgeration and the environment
• hazardouse waste management
• key features of IS14000
• lean thinking in terms of the lean green business environment
• how to use the lean toolbox
• what will be the impact of lean on the bottom line
• how to develop the lean green enterprise

Duration of the course 2 days

This course identifies the key causes of project failure and how to manage failure situations

Key Areas:-

• Typical examples of project failure
• Fundemental reasons why projects fail
• Pontial costs of failure
• Benefits from project failure
• Managing project Issues

Learning Outcomes

• Understand typical reasons for failure
• How to identify lack of user involvement
• Guard against unrealastic timescales
• Recognise poor or no requirements
• Guard against Scope Creep
• Understand change control provcesses
• Understand how to build test plans
• Understand how to manage project issues

Course duration one day

This course identifies the approach to effective Software Selection

Key Areas

• Develop an understanding of modern business systems
• Identify the areas of functionality required
• Develop a new business model
• Identify where you are in terms of current systems
• Developing the project plan and selection process
• Identify benefits to the business

Learning Outcomes

• What is best ptactice in variouse industries
• Evolution of business systems
• how to overcome resistance to change
• The selection criteria and team
• Understanding the evolution process
• Developing the final specification
• Selection and contract negotiation processes

Duration one day

This course covers the key elements and approach to disaster recovery planning

Key Areas

• definitions what is a disaster and what is a disaster recovery plan
• causes of a disaster
• importance of the disaster recovery plan
• disaster recovery plan contents and development
• hazards and risks
• recoveryplanning and testing

Learning Outcomes

• what the impact of a disaster would have on the organisation
• understanding of how the disaster recovery plan operates
• typical causes of a disaster
• how to develop the disaster recovery plan
• selecting and structuring the DRP team
• assessment of hazards
• developind prentative measures
• define emergency requirements
• how to test the plan
• maintaining business continuity

duratuon of the course one day

The key areas covered in this course are:-

• what is Lean ERP
• foundation blocks of lean
• merging MRP and lean practices
• lean tools
• key measures
• implementation

Learning outcomes

• typical manufacturing issues and problems
• scope of manufacturing systems
• data elements
• integration issues
• lean building blocks
• lean improvements
• where to use MRP
• just in time techniques
• managing bottlenecks
• key tools and measures
• implementation approach

Duration of the course one day

This lecture cover the development and implementation of a large global project

Areas covered

• objectives
• industry issues
• developing the model
• testig the solution
• relationship with partners
• building international awareness
• key selling messages
• some projects

In these difficult times, customers demand products that are in many cases designed to meet their specific requirements, which they expect to be on short lead times, high quality and competitive prices.

The winners are organisations that that are able to continuously build and rebuild their strategy and operations across the extended enterprise to meet these demands through accelerated, predictable order to delivery capabilities.

The Business Responsiveness Survey monitors your capabilities to compete in this environment and covers:-

1                    Strategy and the ability to adjust to meet customer requirements.

2                    Available to promise capability including the evternal enterprise including

                      design, suppliers and logistics both inbound and outbound.

3                    Demand Planning covering the aspects available when required

                      capacity from design supply production and delivery

4                    Demand and supply matching ensuring the ability to adopt

                      and respond to changes in demand or from production issues

5                   Inbound Logistics providing the ability to deliver Just In Time

                     at the right quantity and if required in sequence to the

                     production line

6                   Responsive Lean Manufacturing processes that can

                     respond quickly to changes in demand or requirements

7                    Responsive Outbound Logistics capable of meeting

                      customer delivery requirements including set delivery

                      time windows

8                    Information technology focused on supporting real time operations

Structure of the review process

Survey with on site interviews

• Analysis


• Develop the Report


• Preparation of the feedback Workshop


• Presentation of findings including a workshop to provide understanding

The cost of this process for an SME would be £950 excluding expenses. Larger organisations would quoted on demand.