Manfacturing & Engineering Interim General Manager Thinking That Delivers www.interimpartners.com Return on Interim - Assignment Report Interim Partners ROI was highly effective when measuring the quantitative elements of the role such as OTIF, quality and increase in production. However, the qualitative benefits of working with the interim manager were of significant value. The interim was extremely demanding of people as well as highly supportive in equal measure and many team members are grateful for being stretched, challenged and supported. Assignment Contact Claire Lauder Director, Manufacturing & Engineering Claire manages the manufacturing practice at Interim Partners. Her clients range from SME manufacturing businesses through to large blue chip organisations. Claire’s expertise lies in providing high quality interim management solutions for major change programmes, turnarounds and gap management exercises Get in touch [email protected] + 44 (0) 207 822 0790 + 44 (0) 788 019 7265 THE CLIENT A global well renowned brand providing glass and glass solutions to the commercial and building sectors. THE CHALLENGE n The objective was to support the startup of a newly formed division in the UK. n Mentor and support the Divisional Director in his goal to grow the business and develop the corporate vision for the new division. n The largest processing business (based in West Drayton London) was failing in its attempt to service the customer requirements which were disproportionally usurping the Director’s time to establish and grow the new business division. n 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 n Organize the internal and external sales teams improving margins and growth. n Win the confidence of the entire workforce and give manufacturing a much higher profile within the businesses. n To chair the morning operations meeting and establish it as a forum of actions. n Ensure other departments supported Operations during the challenges - drawing conclusions and implementing actions promtly. n 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. n Participate actively in meetings across the site. n Support and mentor the new teams (including the Divisional Director) during the implementation of the new processes. THE RESULT n Confidence was quickly restored on the shop floor and in sales. n Manufacturing had a much higher profile across the site. n The new format and operations meetings were fully embraced and implemented. n Sales grew over four months by 38%. n The cost of Non Quality reduced from 5.4% to 0.6%. n On Time Delivery improved from 85% to 99%, this restored customer confidence. n Implemented Visual Process Management with real time data. RETURN ON INTERIM Our Return on Interim (ROI) methodology defines, measures and demonstrates success. We start at the end-point to find out your organisations requirments and we define the objectives which can be tracked using our cloud-based performance management and timesheet system. To find out more view our magazine.

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Manfacturing & EngineeringInterim General Manager

Thinking That Delivers www.interimpartners.com

Return on Interim - Assignment Report

Interim Partners ROI was highly effective when measuring the quantitative elements of the role such as OTIF, quality and increase in production. However, the qualitative benefits of working with the interim manager were of significant value. The interim was extremely demanding of people as well as highly supportive in equal measure and many team members are grateful for being stretched, challenged and supported. Assignment Contact

Claire LauderDirector, Manufacturing & Engineering

Claire manages the manufacturing practice at Interim Partners. Her clients range from SME manufacturing businesses through to large blue chip organisations.

Claire’s expertise lies in providing high quality interim management solutions for major change programmes, turnarounds and gap management exercises

Get in touch [email protected] + 44 (0) 207 822 0790 + 44 (0) 788 019 7265

THE CLIENT

A global well renowned brand providing glass and glass solutions to the commercial and building sectors.

THE CHALLENGEn The objective was to support the

startup of a newly formed division in the UK.

n Mentor and support the Divisional Director in his goal to grow the business and develop the corporate vision for the new division.

n The largest processing business (based in West Drayton London) was failing in its attempt to service the customer requirements which were disproportionally usurping the Director’s time to establish and grow the new business division.

n 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

n Organize the internal and external sales teams improving margins and growth.

n Win the confidence of the entire workforce and give manufacturing a much higher profile within the businesses.

n To chair the morning operations meeting and establish it as a forum of actions.

n Ensure other departments supported Operations during the challenges - drawing conclusions and implementing actions promtly.

n 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.

n Participate actively in meetings across the site.

n Support and mentor the new teams (including the Divisional Director) during the implementation of the new processes.

THE RESULTn Confidence was quickly restored on the

shop floor and in sales.n Manufacturing had a much higher

profile across the site.n The new format and operations

meetings were fully embraced and implemented.

n Sales grew over four months by 38%.n The cost of Non Quality reduced from

5.4% to 0.6%.n On Time Delivery improved from

85% to 99%, this restored customer confidence.

n Implemented Visual Process Management with real time data.

RETURN ON INTERIM Our Return on Interim (ROI) methodology defines, measures and demonstrates success. We start at the end-point to find out your organisations requirments and we define the objectives which can be tracked using our cloud-based performance management and timesheet system. To find out more view our magazine.

http://digital.interimpartners.com/return-on-interim