Les Frith

Mobile 07853369519 • Email Lesliefrith22@gmail.com Location Ipswich, Suffolk • Web http://uk.linkedin.com/pub/leslie-

frith/78/792/75b/

PROFILE Results-orientated production professional with proven leadership skills, over 20 years’ experience of recruiting, coaching,
managing & developing a team of 30+ reports in the healthcare, Advanced Chemical, Food and Cosmetic industries. Twelve years
experience working within World Class Manufacturing sites of excellence, in a self-managing environment. Possess excellent negotiation,
communication and customer service skills. Experienced in creating and maintaining a zero defect culture.

⁃Post Graduate Diploma in Business Management

⁃British Quality Foundation Green Belt Certified in Lean 6 Sigma Management
⁃IOSH certified in Management Standards & Working Safely
⁃Driven change: Increased flexibility & efficiency by 20% p.a.
⁃Implemented LEAN initiatives: Produced quality & productivity savings of £450K over a six-year period.
⁃Extensive recruiting, hiring, & training experience in production and support staffs, controlled transfer of Greenfield product from
overseas site.
⁃Strong leadership skills & knowledge of busy multifunctional teams in BRC & FDA regulated industry environments.

EXPERIENCE

Stephen Walters Sudbury Silk Mill - Head of Manufacturing Operations

March 2020 – March 2021

Promoted within first 5 months on site into newly created position during covid outbreak to maximise opportunities to lead change and
empowerment with operations role within factory for a long-standing production, engineer support-based teams. Aligned key groups with
emergent production manager duties, strategies and targets in line with growth needs during COVID-19. Restructured key departments
using lean management protocols and tools to minimize resources in the business whist achieving current capacity and order book
requirements in challenging market of COVID-19. Completed restructure of each department, whilst slowing bringing staffs back from
furlough over nine-month period. Achieving increased productivity within 6 month period. Sustained via program of continuous
improvement methodology, delivering gains in productivity department along with Planning and Quality levels of communication between
support groups. Working at situational and systemic levels to ensure sustainability of manufacturing department along with support area
efforts for whole of operational team, via a process of cross functional change and performance management along with personal
development of staffs.

Achievements
⁃Developed changes within support groups for planning of work and communication processes to achieve production targets with 50%
manufacturing resources. Whilst still carrying out production manager duties for production area.
⁃Reduced head count by 6 direct reports and redeployed due to improvements made 6 -month period. - Hard saving (£160K)
⁃Reduced lead times from 12-weeks to 4-week turnaround from point of order processing to shipping out of door. Using established Lean
manufacturing processing and removal of non value-add tasks from processes.
⁃Implementation of corrective and preventative action system of quality improvement using feedback program with peer review. Used to
drive down, On Time In Full and Right first time targets on site to 98% achievement. Issues raised via near miss and red alert systems of
review on shifts and site, with controlled investigation and implementation of resolutions to create 100-year fix.
⁃Driven empowerment with long standing peer group of managers in developing and achieving stretch targets as part of the realigning of
our vision as we progressed down the improvement process.
⁃Recognised and rewarded via creation of new role, for implementation of key steps of a strategic plan to review and reduce quality and
production issues raised in production and inspection. With regular review of trends and issues being observed. Driving improvements of
material costs of down by 50K by year end both by waste reduction, usage improvement and stock accounting processes.

Stephen Walters Sudbury Silk Mill - Production Manager

November 2019 - March 2020

Employed to lead change and empower two long standing production and engineer support-based teams via a group of direct reports on
double days shift pattern. Align them with emergent production strategies and targets in line with growth needs. Employed key lean
management protocols and tools within teams via direct reports and promoted cascade of learnings to and from each shift to achieve
operational results within 5-month period. Used continuous improvement methodology, to deliver gains in productivity, planning and
Quality and level of communication between and within shifts. Led execution and sustainability of Manufacturing efforts for the team,
through a process of cross functional changes of process and performance management along with personal development of staffs.
Developed team understanding of Value add and non-value add tasks so could remove extraneous task associated with processes and
protocols on site within area of control.

Achievements
⁃Developed and Led changes within department for planning and communication processes to create easily understood, more visual
priority levels of planning (using a living Plan) and production protocols (priority schedules and achievement criteria) to achieve production
targets with less resources on Shift. Reduced need for head count by 4 direct report due to improvement made 5-month period. - Hard
saving (£100K)
⁃Engaged long standing team of reports in need for achieving targets and productivity improvements whilst enforcing zero defects and a
zero-harm culture during change process.
⁃Improved production and efficiency targets using, LEAN methodology tools and an improved, more visual handover system and
communications briefings - to achieve Just do It task achievement. Logging continuous improvement tasks key to the unit so teams become
high performers in operational objectives.
⁃Driven empowerment with long standing peer group of FLM’s in developing and achieving ITF targets as part of the realigning of our WCO
vision as we progressed.
-Recognised and rewarded as a quality steering group champion and responsible for implementation of first key steps of a Plan do check
act review for quality issues raised in production and inspection. With regular review of trends and issues being observed. Driving
improvements of material costs of down by 50K by year end both by waste reduction, usage improvement and stock accounting processes.

Mizkan Euro - Filling Line Manager

April 2015 – November 2019

Employed to implement change and empower long standing teams of multi-functional reports on double days shift pattern in order to
meet and then exceed production strategy and targets in line with growth needs of company. Empowered teams to achieve operational
results, using continuous improvement methodology, initiated and delivered continuous improvement to the unit so teams become high
performers in operational objectives. Working at situational and systemic levels, to achieve results required for future sustainability
towards World Class manufacturing standards. Led execution and sustainability of World Class Manufacturing efforts for the team, through
a process of cross functional involvement, performance management and personal development via ITF using TRACC. Developed team
understanding of Senobi and Mizkan Values, striving to exceed site and customer expectations and requirements at all times.

Achievements
⁃Developed and Led Lean productivity changes within department as part of ITF to decrease production costs by £215K over 12 month
period.
⁃Empowered long standing team of direct reports in achieving targets and supported implementation of productivity improvements whilst
enforcing zero defects and a zero-harm culture during Rapid deployment.
⁃Improved Line production and efficiency targets using Rapid deployment, LEAN methodology tools and ITF projects selected as part of
TRACC process.
⁃Driven empowerment with long standing peer group of FLM’s in developing and achieving ITF targets as part of the realigning of our WCO
vision as we progressed down the TRACC process.
-Recognised and rewarded as a site coaching champion and responsible with two other senior managers on site for reviewing and
validating all company coaching certificates via observational assessment as part of site ongoing coaching improvement program.

Herrco Cosmetics - Filling Production Manager

October 2014 – April 2015

Implemented change and empowered teams of long standing multi-functional reports on a single shift pattern in order to meet & exceed
production strategy and productivity targets in line with growth needs of company. Exploited opportunities to implement productivity &
quality savings within processes for the filling of liquid bulk products across 8 lines. Lead a team of up to 60 production operatives and
support staffs towards increasing higher yield goals in a growing manufacturing environment. Guided the development of processes and
teams required for rapidly growing a portfolio of cosmetic products for various market leaders including Primark, Waitrose, Brand
Architects, Holland & Barrett to name a few.

Achievements
⁃Driven and developed a new 2 shift pattern system along with Lean productivity changes within department so as to increase record
production values from £950,000 to £1.2M in profits after cost, over a 3 month period.
⁃Empowered long standing team of 60+ reports to achieve above target, using implemented key productivity improvements whilst
implementing and enforcing a zero defect and zero harm culture.
⁃Exceeded production efficiency targets by 20% using LEAN methodology.

Herrco Cosmetics - Bulk Production Manager.

April 2014 – October 2014

Employed to implement change and empower team of long standing 16+ multi-functional reports on 2-shift pattern in order to meet &
exceed developed aggressive production strategy and productivity targets in line with growth needs of company. Exploited opportunities to
implement productivity & quality savings within processes for manufacture of liquid bulk products.
Achievements
⁃Driven Lean productivity changes to exceed record production tonnage of 2013 by 15 tons, using Lean & EFQM techniques, in 4 month
period.
⁃Empowered long standing team of 16+ to achieve above target, using implemented key productivity improvements whilst implementing
and enforcing a zero defect and zero harm culture.
⁃Implemented use of New ERP Winman software in order to improve accuracy and reduce stock control reconciliations by 50%
⁃Exceeded production efficiency targets by 20% using LEAN methodology.

Huntsman Advanced Materials - Bulk Production Line Manager.

November 2013 - March 2014 - Temporary position

Empowered team of 10+ multi functional reports on 3-shift pattern to continuously meet & exceed aggressive production and productivity
targets. Explored opportunities to implement productivity & quality savings within processes for manufacture of top 25 fiscal products.
Achievements
⁃Successfully completed COMAH TIER 1 - Incident Site Controller Course & WATA CIEH Level 3 Award in Risk assessment principles and
practice.
⁃Driven Lean productivity changes to exceed savings of £2K, using Lean & EFQM techniques, in 4 month period.
⁃Developed and empowered a team of 10+ to make key productivity improvements whilst supporting zero defect and zero harm culture.
⁃Implemented accuracy programmes to reduce stock control reconciliations by 15%
⁃Exceeded production efficiency targets by 5% using LEAN methodology.

Siemens Healthcare - Sensors & Wet Reagents Line Manager.

December 2012 - November 2013

Empowered team of 20+ multi functional direct reports across various shifts continuously set & exceed aggressive production and
productivity targets. Implemented productivity & quality savings within processes, for manufacture & shipping a portfolio of 25 products,
comprising annual volumes of 180,000 line items.

Achievements
⁃Driven productivity to exceed savings of £10K, using Lean 6 sigma methodology and EFQM techniques, in 6 month period.
⁃Coached, developed and empowered a team of 20+ to make key productivity improvements whilst supporting a zero defect culture.
⁃Implemented accuracy programmes to reduce stock control reconciliations by 15%
⁃Exceeded production efficiency targets by 15%, using LEAN methodology.
⁃Proven SAP/ERP utilisation experience
⁃Acquired control of second department, based on improvement track record,
⁃Only department on site to receive 100% compliance scores in internal and external auditing processes, ensuring compliance with plan
provisions for a zero defect culture.

Siemens Healthcare - Sensors Production Line Manager.

January 2000 – December 2012

Twelve years’ experience of successfully recruiting, training and developing a team of 20 direct reports, improved on time manufacture and
shipping to global markets for portfolio of 18 product lines, comprising annual volumes of 60,000 line items. Invited onto global SAP project
team, for 9 months as a product expert, developed & implemented new ERP/MRP programme. Designed & implemented productivity &
quality improvements, using 6-Sigma and Lean methodology.

Achievements
⁃Successfully improved product lead times by maximum of 10 days across product lines.
⁃Successful SAP ERP Project Implementation Experience
⁃Lean 6 sigma Green Belt - British Quality Foundation accreditation
⁃Sustained £140K of productivity project improvements over 6 years.
⁃Exceeded productivity & efficiency targets by 10% p.a.
⁃Directed training, development and motivation of team towards zero defects
⁃Developed multi shift Staff rota’s to minimise downtime liability from staff availability.
⁃Increased accuracy count by 5%, for stock control and reconciliation requirements.
⁃Successful transfer of Greenfield products from overseas site to UK based production.

Bayer Diagnostics – Supervisory - Chemical Line Technician

April 1996 – January 2000

Co-ordinated the manufacture of chemical consumable requirements and production testing to ensure expected standards met for 24
products lines of reagents, used in Bayer blood gas analysers. Extensively involved with the line machine management co-ordination for
two busy manufacturing lines, included hands on experience of all set-ups and inherent fault finding analysis, required for line quality
preventative maintenance plans. Performed supervisory management for a team of ten reports & ensured production due dates and KPI
targets were exceeded.

Achievements
⁃Maintained and improved service standards
⁃Consistently exceeded aggressive production target KPI’s
⁃Organised rota’s to minimise downtime between lines and increase operator flexibility
⁃Maintained Shift running for two busy manufacturing lines
⁃Developed training and motivation for team between lines
⁃Maintained and improved expected levels of Stock control & reconciliation

EDUCATION/QUALIFICATIONS
⁃Certified to Management Standards of Working Safely - IOSH
⁃Certification in Green Belt 6-Sigma - British Quality Foundation
⁃Postgraduate Diploma in Management - University of East Anglia
⁃Postgraduate Certificate in Management - University of East Anglia
⁃NEBS Certificate in Management - Suffolk College
⁃BSc Degree in Applied Biology (Hons) - Nottingham Trent University

SKILLS
Extensive management experience, with proven analytical skills & knowledge of managing conflict, people & deadlines, Computer literate
with Minitab, Microsoft office and Visio skills, Effective leadership & time management skills, Outstanding communication & customer
service skills, Able to source knowledge & implement effectively, whilst motivating others, Experienced in prioritising multiple tasks whilst
maintaining attention to detail, Energetic, confident & mature enough to drive both personal & team development,

INTERESTS
Scuba Diving, Sudoku, motorcycling and swimming, I am an avid reader for both professional and private requirements. Enjoy extreme
white water rafting and pistol shooting and cycling. Active member of Scout Association currently Team leader for Gipping Beaver Group in
Kesgrave.