Booths

Operational excellence consultant 

Humdinger

Process waste reduction and removal , implementation of  Total productive maintenance strategy,  operational production strategy , warehouse strategy , Quality strategy. Cross-functional training and collation, coaching and developing the management systems processes.

Operational Excellence Consultant 

Changeover reduction, mentoring and coaching senior leaders, creation of a management operational  key performance indicator tier structure, implementing problem solving techniques and systems to capture inefficiencies

Opex consultant 

Supplying operational excellence support services throughout the UK since 2016

Unleash and Engage

Coach with U&E working with BAE, Rolls Royce and the Ministry of Defence (MOD) on one of the UKs most complicated programmes developing and building the next generation of submarines. Coaching the commercial and operational leadership teams on Sustained Operational Excellence (SOE) through the Unleash and Engage programme resulting in true engagement and enabling improved collaborative working

Opex consultant coach 

Creative Foods UK

Position Lean Consultant 

Business ISO Group: Creative foods 
o	
Process Mapping: Our organization has developed a comprehensive system consisting of four process maps, meticulously illustrating the sequential flow of activities within our factories. These visual representations serve as invaluable tools, enabling us to gain a profound understanding of each individual step involved in our operations.

o	Kaizen Activities: In line with our commitment to continuous improvement, we have devised a sophisticated mechanism that extracts pertinent information from the aforementioned process maps, subsequently generating Kaizen activities. These activities are specifically designed to eradicate inefficiencies and eliminate non-value-added tasks, thereby facilitating the perpetual enhancement of our operational processes.

o	Critical Reports: To enhance our decision-making capabilities and optimize our material utilization, we have successfully implemented a robust reporting system. This system provides us with enhanced visibility into our materials, enabling us to make informed choices and judiciously leverage our resources.

o	Management Mentoring: Recognizing the pivotal role played by our management team in driving operational improvements, we have diligently provided them with expert mentoring and guidance. This has equipped our managers with the requisite skills and knowledge to effectively spearhead our continuous improvement initiatives.

o	Onsite Support: In our unwavering pursuit of excellence, we have provided steadfast support during the implementation of Statistical Process Control (SPC) methodologies at our sites. This hands-on assistance ensures the seamless integration and optimal execution of this quality improvement approach.

Lean Consultant

Wholebake Limited

Position Group Continuous improvement  lead 

Business Whole Bake Ltd
Business Improvements
o	Introduction of a revamped daily review meeting: We have instituted a new daily review meeting to convene key stakeholders and deliberate on the progress, obstacles, and avenues for enhancement within our production processes. This gathering serves as a platform for efficient communication and collaboration, ensuring alignment and concerted effort towards our shared objectives.
o	Development of an optimized process flow: Through meticulous analysis and optimization, we have devised a streamlined process flow that has effectively eradicated 2000 minutes of monthly downtime. By rationalizing our operations and identifying and rectifying the root causes of production errors, we have significantly bolstered overall productivity and minimized disruptions.
o	Implementation of SMED (Single-Minute Exchange of Die) activities: We have successfully integrated SMED activities to curtail equipment changeover times. This system entails the simplification and streamlining of changeover steps, transforming them into "external" tasks that can be executed while the equipment is operational. By adopting SMED, we have achieved reduced manufacturing costs, smaller lot sizes, improved responsiveness to customer demand, lower inventory levels, and seamless startup procedures.
o	Establishment of dedicated full-time production teams and improvement coordinators: To further fortify our operational efficiency, we have established dedicated full-time production teams and improvement coordinators. These committed individuals are entrusted with the continuous monitoring and enhancement of our processes, ensuring proactive resolution of challenges and identification of optimization opportunities.

Continuous Improvement Manager

Branston Ltd

Position Lean  Consultant

Business Branston
Business Improvements
o	Full operational meetings were strategically devised and implemented to foster seamless communication and foster a collaborative environment among team members. These meetings provided a robust platform for deliberating production objectives, addressing obstacles, and exchanging best practices.
o	An intricate production shift report was meticulously crafted and enacted to meticulously monitor shift performance and identify areas primed for enhancement. This comprehensive report offered profound insights into productivity, downtime, and quality metrics, thereby facilitating targeted actions to optimize operational efficiency. 
o	Well-defined productivity targets were instituted and subsequently transformed into Overall Equipment Effectiveness (OEE) targets. By establishing crystal-clear objectives, the team was able to concentrate on augmenting equipment availability, performance, and quality, ultimately culminating in heightened productivity levels.
o	A sophisticated system was meticulously deployed to pinpoint production lines that exhibited a downturn in performance. By embracing a marginal gains approach, the team aspired to effect incremental enhancements across multiple lines, ultimately leading to a noteworthy 2% upswing in overall OEE. 
o	Overall Equipment Effectiveness (OEE) experienced a commendable 10% surge, underscoring the remarkable improvements in operational efficiency and effectiveness across production processes.
o	The enhancements in productivity culminated in a notable reduction in cost per unit to 7p, thereby yielding a favorable labor variance of £7000 per week. This cost reduction played a pivotal role in bolstering overall profitability.

HelloFresh

Position Operational Excellence Consultant (Boston Consulting Group )

Business Hello Fresh
Business Improvements

o	In our relentless pursuit of operational excellence, we have successfully implemented a series of pivotal enhancements to our business operations. These enhancements have empowered us to pinpoint the precise origins of errors and develop targeted countermeasures. Through an exhaustive analysis of our process flow, we have aptly identified the root cause of production errors, thereby facilitating the implementation of precisely tailored solutions.

o	Moreover, we have astutely recognized the paramount importance of effective communication, exemplary leadership, and the development of material handling proficiency within our esteemed organization. Consequently, we have proactively presented avenues for improvement in these critical areas, with the ultimate objective of optimizing our overall performance.

o	To streamline our production processes, we have introduced a cutting-edge production material visual management system. This innovative system has heralded a remarkable improvement in both the visibility and accessibility of materials, leading to a substantial reduction in errors and a commendable enhancement in productivity.

o	Additionally, we have instituted a collaborative morning meeting with our esteemed key stakeholders. This pivotal gathering serves as an invaluable platform for open and transparent communication, fostering the exchange of ideas and engendering a seamlessly coordinated workflow that is devoid of errors.

BakeAway

Position Operations Lean Consultant

 Business Bake Away Cerealia Group
 Operational Improvements and Business Growth Infrastructure
o	Identified operational improvements and led the implementation of various improvement projects to enhance operational efficiency. Developed and designed key performance indicators (KPIs) to provide visibility of critical performance metrics. Implemented statistical process control charts to identify potential areas for improvement.

o	Led the design and implementation of tiered management performance review meetings, action boards, and data analysis. Conducted weekly performance review meetings for ground floor teams. Introduced factory floor performance boards in critical function areas to provide visibility of line performance across all shifts and inform teams about business KPIs.


o	Implemented OEE (Overall Equipment Efficiency) measurement and designed the SIC (Standardized Improvement Cycle) to monitor and improve OEE. Led the project for the implementation of a Red Zone OEE KPI management system.

o	Played a key role in developing the middle management team and team leaders. Led site recruitment, training, and development initiatives. Conducted analysis of material giveaway and performed process capability analysis. Implemented performance and capability improvement projects to reduce material giveaway by establishing best-in-practice settings and increasing process capability.


o	Project managed the site acceptance test for two new lines, ensuring timely completion and adherence to budget. Optimized production lines, improved production planning, and increased customer service levels. Achieved increased throughput, efficiency, and reduction in first hour and cold start loss time.

o	Implemented measures of success and designed and implemented waste process and tracking system. Developed and implemented a comprehensive labor management system, including holiday management, skills matrix.

Operational lean consultant 

Twinings

Position Operations Support Manager

Business    Twining’s ABF Group, Tea Manufacturing Plant, Andover.
Business Improvements

o	Increased Weekly Average OEE by 12%: Through focused efforts and strategic planning, we were able to improve Overall Equipment Effectiveness (OEE) on a weekly basis, resulting in enhanced productivity and reduced downtime.
o	Improved Weekly Average Throughput by 10%: By implementing efficient processes and optimizing production workflows, we achieved a significant increase in throughput, resulting in an additional 619,484 units produced per week. This equates to the productivity of an 8-hour shift.
o	Implemented New Cleaning Process: As part of our commitment to maintaining the highest standards of quality and hygiene, we successfully implemented a new cleaning process within the process area. This action was in response to a BRC audit and ensured compliance with industry regulations.
o	Engaged and Empowered Area Leaders: Through effective communication and leadership, we engaged and empowered our Area Leaders to take ownership of their positions. This resulted in improved coordination, problem-solving, and decision-making within their respective areas.
o	Designed Handover Information Board: To ensure smooth transitions between shifts and enhance communication, we designed and implemented a handover information board. This visual tool streamlined the exchange of critical information, minimizing errors and maximizing efficiency.
o	Enhanced Team Engagement: By fostering a positive and inclusive work environment, we successfully improved team engagement. This led to increased morale, collaboration, and overall productivity.
o	Improved Fault Finding: Through targeted training and skill development, we enhanced our team's ability to identify and resolve faults in a timely manner. This proactive approach reduced downtime and improved overall operational efficiency.

Interim operational support 

At StreamlineSynergy Ltd, I am committed to revolutionizing your business operations with innovative solutions backed by 28 years of industry experience. My focus is on eliminating process waste, enhancing efficiency, and boosting productivity. I collaborate closely with you to identify areas for improvement and implement strategies that streamline your processes and promote a sustainable future.

Why Choose StreamlineSynergy Ltd?

Eliminating Process Waste: I help you identify and eliminate inefficiencies in your operations, leading to cost savings and a reduced environmental footprint.

Efficiency: My tailored solutions ensure your business runs smoothly and efficiently, reducing downtime and increasing output.

Productivity Enhancement: By optimizing your workflows, I enable your team to focus on their strengths, boosting overall productivity.

Project Management: I believe in a personal approach, taking the time to understand your unique challenges and goals. This ensures my solutions are perfectly aligned with your needs. 
My commitment to excellence and customer satisfaction sets me apart in the industry

This Drives Me Nuts…

I’m sorry, but this drives me nuts.

When I see a shadow board being passed off as “5S,” it misses the mark completely.  
It reduces one of the most powerful organisational tools in Lean to a glorified cleaning system.

5S isn’t about brushes and brooms — it’s about clarity, flow, and discipline.  
It’s about creating a workplace where problems surface fast, standards are visible, and teams are empowered to improve.

A shadow board might be part of 5S, but it’s not the point.  
The point is systematic thinking — not tidiness for its own sake.

As Taiichi Ohno said:  
> “Make your workplace into a showcase that can be understood by everyone at a glance… When this is done, problems can be discovered immediately, and everyone can initiate improvement plans.”

And Shigeo Shingo nailed it:  
> “The most dangerous kind of waste is the waste we do not recognize.”

5S is about surfacing that waste — not hiding it behind a neat row of tools.

#reallean #5s #opex #changemanagement #visualmanagement

Rowland Glew

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