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Glasper - Plant Manager - Southampton, UK

Michael Glasper

Southampton, UK

Summary

A performance focussed Operations/Manufacturing professional with over 15 year’s experience of operational accountability in progressively senior roles within manufacturing organisations supplying white goods, 1st Tier automotive/telecommunications solutions to global OEMs and more recently hydraulics control products to both distribution partners and global mobile OEM customers.

I am a highly experienced leader of multi-disciplined teams instrumental in the implementation of Lean Manufacturing and Best Practice deployment resulting in significant operational improvements and increased customer satisfaction.

I am extremely dedicated and driven individual with an open management style and a strong focus on people development, organisational capability development and employee engagement at all levels of an organisation.

Services

Plant Manager

Work History

Manufacturing Plant Manager

Eaton Hydraulics – Warwick, Warwickshire

August 2011 - June 2014

• Plant Manager with overall responsibility for the leadership of the Warwick Hydraulics manufacturing facilities, leading an organisation of approximately 250 personnel and an annual sales revenue of circa £30M in achieving Environmental Health and Safety goals, annual profit plan performance, production schedule adherence, quality, cost and ethics goals.

• Providing leadership to all functional and service groups in order to meet customer requirements, including the leadership through direct managers of the following plant functions:- Manufacturing Operations, Quality, Supply Chain Management (including Sales, Operational and Inventory Planning), Logistics, Human Resources, Environmental Health and Safety, Finance, Lean Manufacturing and Operational Excellence.

• Driving performance to achieve annual financial plans and strategic goals whilst leveraging resources and motivating personnel to create a high performance culture by improving employee engagement through the deployment of an organisational wide framework supporting Continuous Improvement.

• Responsible for the development and maintenance of innovative and effective cost reduction programs throughout operations in order to deliver year on year improvements in financial performance.

Factory / Manufacturing Manager

Eaton Hydraulics – Havant, Hampshire

April 2008 - August 2011

• Factory / Manufacturing Manager with operational accountability for all manufacturing and support functions (Production Management, Manufacturing Engineering, EHS Management, Maintenance / Facilities Management, Quality Engineering, Material Planning / SCM, Lean Manufacturing) leading a team of approximately 170 personnel organised in a customer focussed, matrix structure with objectives to deliver safety, cost, quality and delivery objectives with annual sales of circa £40M.

• Responsible for the operations management of a satellite manufacturing facility in the Midlands area producing fluid conveyance products with an annual turn-over of £4M.

• Responsible for creating an atmosphere of positive leadership presence, innovation and working environment improvements coupled with the effective deployment of Lean Manufacturing tools and philosophies to deliver cost-out and performance improvement objectives by engaging individuals at all levels of the organisation.

• Responsible for the capability development of an organisation able to deliver growth objectives and new product introductions in a technically challenging environment adding £35M incremental sales to the business.

Manufacturing Director

Omitec Group Limited

January 2004 - April 2008

• Manufacturing Director (Interim to Permanent) with responsibility for manufacturing operations, Operational Excellence, test, engineering and distribution facilities in an organisation producing electronic diagnostics and test equipment for supply into 1st tier automotive manufacturers and aftermarket supply to worldwide dealerships, garages and distribution networks.

• Consolidated manufacturing and distribution operations to reduce overhead costs and support productivity, quality and customer service improvements including facility transfer and integration of an acquired £15M p.a. business.

• Developed and implemented Lean Manufacturing and staff training initiatives to support future business growth.

Interim Project Assignments - Self Employed

See Below

September 2002 - December 2004

Pall Filtration (Automotive Division) - Redruth, Cornwall
• Business Manager with budget responsibility for an automotive assembly facility producing high volume filters for Audi, VW, Iveco, Ford, Mazda, Seat and Volvo with an annual revenue of approximately £18M.

• Responsibility for the development and realisation of business improvement initiatives including the implementation of Lean Manufacturing techniques and manufacturing strategy development.

• Overall responsibility, via the Quality Assurance function, for the development and implementation of a TS16949 quality system and subsequent third party approval.

• Re-structured and implemented a lean organisation positioned to better serve automotive customers by improving efficiencies, reducing indirect overheads and capital costs.

• Project responsibility for the closure of the Redruth automotive facility and subsequent transfer of operations into Pall’s near-by Newquay factory.

APW Integrated Systems Limited – Plonsk, Poland
• Management of New Project Introduction and Production Transfer from existing facilities in the UK into a brown field site in Poland including customer interface, project quality planning, production verification from proto-type to serial manufacture, the establishment of a manufacturing / assembly facility and the implementation of Lean Manufacturing principles.

The main projects included: -
• Production transfer of a $40M p.a. global telecommunications programme from the UK into Poland.

Operations Manager

APW Integrated Systems Limited

April 2000 - June 2002

• Full operating budget responsibility for a £15M p.a. turn-over printed circuit board fabrication, electronics assembly, integration and test facility with a staff of 150 involved in Manufacturing operations, Quality Assurance, Supply Chain, HR, Finance, Manufacturing Engineering and maintenance activities.

• Strategy development and the implementation of Lean / Value Stream Manufacturing focusing on waste elimination, inventory reduction (via JIT, DLF, Kanban, visual management) and performance improvements measured by Key Performance Indicators.

• Developed a customer focused manufacturing strategy and restructured the organisation to deliver operational improvements in cost, quality and delivery performance.

• Managed the implementation of a Value Stream organisation within an electronics assembly facility reducing lead times by 66%, WIP by 43%, improving operational efficiencies by 35% and increasing on-time delivery by 9%.

• Developed and implemented a manufacturing strategy for the production of mechanical / electrical assemblies changing the philosophy from build for stock to build to customer TAKT. The strategy was based upon Lean Manufacturing, Visual Management, Kanban and JIT manufacturing. By concentrating on the elimination of waste and non-value added activities Work-in-Progress / stock was reduced by 50%.

Business Unit Manager

Valeo Security Systems

May 1999 - April 2000

• Full operating budget responsibility of a £12M p.a. Business Unit including production, manufacturing / quality engineering, production planning and materials management functions.

• Responsible for Lean Manufacturing and Best Practice initiatives to drive operational efficiency improvements (JIT, Kanban, 5S, Kaizen, SMED, TPM, employee flexibility and development).

Production Manager

TRW Automotive Systems – 1st Tier Automotive Supply.

September 1994 - May 1998

• Full operating budget responsibility for a Green Field electronics assembly facility ultimately operating 124/7 with a turn-over of £35M p.a. and a staff of 150 operating in a QS 9000 / JIT environment.

Projects

Brown Field Site Transfer / Start-up

• Management of New Project Introduction and Production Transfer from existing facilities in the UK into a brown field site in Poland including customer interface, project quality planning, production verification from proto-type to serial manufacture, the establishment of a manufacturing / assembly facility and the implementation of Lean Manufacturing principles.

The main projects included: -
• Production transfer of a $40M p.a. global telecommunications programme from the UK into Poland.
• Introduction of a $140M p.a. global telecommunications programme (new business).

Facility Re-location

• Consolidated manufacturing and distribution operations to reduce overhead costs and support productivity, quality and customer service improvements including facility transfer and integration of an acquired £15M p.a. business.

Qualifications & Certifications

Diploma in Systems Practice

Durham

BSc (Hons) in Management Systems Analysis

Durham

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