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.

By Claire Lauder

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

About the Author

Claire Lauder

Managing Partner, Interim Management, United Kingdom

Managing Partner Claire Lauder leads the Industrial Practice of U.K. Interim Management, focusing on industrial manufacturing, advanced engineering and technology. She works with FTSE and AIM-listed firms, PE-backed and owner-managed small and mid-size enterprises, partnering with investors and leadership teams to understand their strategic goals and identify leaders who help reach them quickly.