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Services

Start with the problem. The capability follows.

Each service starts from a problem you can see in your own numbers. The eight domains further down are how it gets fixed: open one for the method and the result it delivered. Every figure comes from delivered work, and the one forecast is labelled as one.

Services

Which of these are you dealing with?

01

Delivery and customer recovery

Late deliveries, backorders, a key customer at risk. Every week it runs costs expediting now and puts the next order at risk.

02

Production performance and capacity

Not enough output from the people and kit you have. Another shift or another machine adds cost before it adds output.

03

Quality and audit readiness

Rejects, quality escapes, audit findings, ISO and MHRA readiness. An open finding can become a customer’s reason to dual-source.

04

Supply chain planning and resilience

Long lead times, stock in the wrong place, plans that don’t hold. Cash sits in the wrong stock while the right orders wait.

05

Improvement capability that pays back

Improvement efforts that stall. Lean training and coaching tied to savings, so the programme is judged on what it returns.

Across all five, we build the reports and tools your team keeps.

07 · Automation & reporting
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Certified Master Black Belt (2018) and IASSC Black Belt (2016). DMAIC applied end to end: in factories, in quality systems and in live commercial books.

DMAIC project delivery

Define through Control on cost, quality, delivery and margin problems, with a control plan that keeps the gain.

Claims resolution cut from 32 days to 4; reject rate cut from 32% to zero.

Value stream mapping

Map the flow, attack the 7 wastes, break the bottleneck, cut lead time.

47% reduction in manufacturing cycle time; 50% faster product delivery.

Kaizen, 5S, standard work

Rapid-improvement events with the people doing the job, then standardise and mistake-proof the result.

20+ Kaizen Blitz events led; 25–40% efficiency gains; £150k+ savings.

11 years running production, quality and engineering on the floor. This is where the methodology was learned and where it bites hardest.

Throughput & work cell design

Rebalance the line, redesign the cell layout, take the non-value-added motion out of the operator's day.

Daily output up 20%; cycle times down 47%.

Quality at source

PFMEA, critical control points and mistake-proofing built into the process rather than inspected in afterwards.

In-process defects down 15%; reject rate from 32% to zero.

Maintenance & reliability

TPM, RCM and condition-based maintenance on the assets that constrain output.

Downtime down 20%; MTBF up 25%; unplanned failures down 40%.

Minitab, SigmaXL, SPC and custom Excel models. Where others report a symptom, the cause is proven at transaction level.

Forensic transaction analysis

Interrogate every line of movement, credit and invoice data to isolate where value is actually being lost.

£263k credit exposure traced to cause: 97% of value proven to sit in 2 SKUs.

Margin leakage detection

Negative-margin audits, surcharge modelling and price-integrity checks across the whole book.

£57,567 of margin leakage quantified across 181 products.

SPC & process capability

Control charts, Cp/Cpk studies and capability monitoring to hold a process stable over time.

Sustained defect reduction and process stability in regulated manufacturing.

Full P&L accountability for an 11-account UK defence portfolio: 40 sites, 25 FTE, £29.4m plan target.

Account recovery & retention

Take an at-risk flagship relationship, rebuild service and trust, and move it from transactional supply to partnership.

£17m+ annual revenue retained at extension, one key account.

Service recovery programmes

SLA redesign, weekly performance forums, resequenced operating routines and supplier governance.

On-time in-full from 86% to 97% across one key account’s 40 sites in one financial year.

Forecasting, budgeting & S&OP

Seasonal phasing, probability-weighted pipeline, 3-scenario targets and integrated S&OP cycles.

£29.4m plan architecture built; 3 S&OP cycles embedded across £35m+ of billing.

Segmentation, stocking policy and supplier governance: the levers that release cash and protect continuity at the same time. Chartered Fellow of the Chartered Institute of Logistics and Transport (FCILT).

ABC / XYZ segmentation

Classify by value and demand variability, then set a stocking policy per class rather than per opinion.

Backorders down 40% across £10m+ of inventory and 2,600 SKUs.

Product rationalisation

Strip complexity out of the range and govern what is allowed back in.

17,468 SKUs reviewed; 168 found to drive 50% of sales.

Obsolete & slow-moving stock

Quantify the real exposure so provisioning and consumption decisions are made deliberately.

£23.3m of SLOB exposure classified, the first quantified view in the business.

ISO 9001, 14001, 45001, 13485, AS9100 and 21 CFR Part 11. NEBOSH National General Certificate (2024). Chartered Quality Professional (CQP MCQI), the Chartered Quality Institute.

Integrated management systems

Align quality, environmental and safety processes into one system people can actually follow.

IMS cycle times cut 20% across ISO 9001 / 14001 / 45001.

External audit leadership

Own the auditor relationship and keep the site permanently audit-ready, not audit-panicked.

Zero non-conformances across external audits led; prep time down 30%.

Regulated environments

Medical device and aerospace discipline: validation, documentation control, permit to work, SOPs.

ISO 13485 and 21 CFR Part 11 compliance maintained; AS9100 audit readiness assured.

VBA, Power Query and BI dashboards that replace manual reporting entirely. The tools as well as the analysis.

VBA automation

Design, code and deploy reporting engines, consolidation macros and customer-facing document generators.

6 reporting systems in production; ~100 hours a year of manual work removed.

Executive BI dashboards

One pane of glass for a portfolio, wired to the KPIs leadership is actually accountable for.

Reporting cycle time cut 60%; board and ExCo decisions made on live data.

Process automation

Take a recurring manual cycle apart with DMAIC and rebuild it as a machine task.

Product update cycle from 4 weeks to 2 hours; data handling time down 95%.

Improvement only sticks if the governance and the people are built alongside it.

Belt programmes & mentoring

Design and run Lean Belt programmes; coach Green and Black Belts through real projects, not slideware.

A Belt cohort programme delivered £2m+ in savings; team competency up 25%.

Programme governance

RACI, RAID, KPI trackers, stage gates and steering cadence that make progress visible.

Recovery plan delivering a verified £1.07m forecast plus £407k confirmed pipeline.

Senior stakeholder management

Present to board, ExCo and customer primes; write the pack that gets the decision made.

30 verified board-ready deliverables in a 4-month window.

Which of these is the problem you have?

If it spans more than one, that is normal. Most recoveries do, and the crossover is usually where the cause is hiding. If there is a case for a diagnostic, you leave the call knowing its scope and the date of the next conversation.

Download the Capability & Impact Profile PDF, for forwarding internally

No pitch and no deck. If it is not something I should take on, I will say so on the call and tell you who should.

Taking on new work now.