Mike Goodrich
Profile: A professionally qualified Mechanical / Production Engineer and Management Consultant, has operated at Managing Director level, with considerable international experience. Has a successful track record in turnaround situations, and has worked in Japan, learning advanced manufacturing techniques.
Key Skills: Project Management, Product & Marketing Strategy, Business Planning & Financial Modelling, Product Design, Factory Design & Re-Location, Lean Manufacturing, Management Organisation, Quality Control, Statistical Analysis Techniques, Continuous Improvement.
Career History
April 2000 to Date Solutec Self Employed Management Consultant & Interim Manager
Major Assignments
Automotive Supplier – Yorkshire – May 2005 – September 2009. Interim Operations Manager. Handling day to day issues, and managing an improvement programme, to shorten lead times, improve productivity, quality, and customer response.
Food & Drink Forum – East Midlands Dec 2004 – Mar 2005 . Ran seminars on lean manufacturing, quality control, and waste minimisation. Visited several operations to demonstrate methodology and establish potential savings.
Aerospace Fabricator – Doncasters Bramah (Sheffield) - Jan-April & Oct-Nov 2004: Managed a project to manufacture a key development component for the JSF programme, supplying Rolls Royce. Adopted a strong hands on role to rescue the project and resolve major manufacturing and quality problems. Devised a longer term improvement plan to ensure the achievement of acceptable quality standards at reasonable cost.
Fashion Accessory Manufacturer – AW Wills (Uppingham) – Oct- Dec 2003. Managed a project to improve material yield. Achieved 15% improvement, and revised documentation procedures to consolidate the savings.
Work in China – PwC SORED Programme 3mths 01, 02 & 03: Carried out lean manufacturing projects in 4 Chinese companies, to reduce lead times, work in progress, and improve quality. Lead process improvement projects in 3 process industries to reduce material waste and improve product quality. Ran seminars on world class manufacturing, product design, product rationalisation, & TQM.
Marketing Work – 2001 – 02 – 03 Part time work: Carried out marketing work for US companies investigating the Chinese market, and Chinese Companies searching for a Western Partner. Visited USA, China, and Toured Europe.
Paint Manufacturer – Rustoleum (Belgium) Autumn 2001. Carried out a study to investigate manufacturing efficiency, and evaluate potential savings by applying lean manufacturing techniques, and product rationalisation.
Food Packaging Company – Pactiv (Durham) Jan – Feb 2001. Carried out world class bench marking to analyse tool making capability, and study change over times.
Waste Minimisation – Various Process Industries in the East Midlands 2000 – 2005. Visited medium sized companies to analyse material and capacity losses, and estimate potential for improvement.
1997 – 2000 Matsuura Machinery Plc MANUFACTURING DIRECTOR
Directed short term programme to improve profitability. Focussed resources by cancelling 9 non core projects, raised employee morale by changing annual holiday rules, changed assembly procedures to improve efficiency and quality, eliminated all unnecessary spending, released non effective managers, ‘tweaked’ margins. In three months achieved bottom line improvement of £150k per mth. Introduced Japanese Lean Manufacturing Methods into the UK. Improved quality and accuracy to Japanese standards. Reduced expenses and raised efficiency. Formed supplier partnerships to reduce manufacturing costs and improve quality. Reduced inventory and work in progress. Made big savings on High Court Litigation.
1994 - 1997 Linden Consulting Self Employed Management Consultant & Interim Manager
Major Assignments
UK Golf Shaft Manufacturer – Apollo Tubes(Dudley) 1996 5 mths: Managed cost reduction project. Introduced method improvements to improve yield and reduce unit manufacturing cost by 15%. Also achieved capacity increase of 20%.
UK Crane Manufacturer- Morris Crane (Loughborough) 1995 6 mths: Lead project to reorganise manufacturing after a major fire. Planned and directed the restructuring programme with introduction of cellular manufacturing and investment in new machine tools. Achieved lead time reduction of 40%, with productivity improvement of 20%, leaving room for further expansion.
Aero Engine Manufacturer – Pratt & Whitney (Halifax Nova Scotia) 1995: Participated in the installation of an FMS system to introduce lean manufacturing into the machine shop of a major US aero engine manufacturer.
Food Manufacturer- Walkers-Smiths (Reading) 1994 6 mths: Analysed Logistics Department. Streamlined planning and administration departments by improving computer system and eliminating unnecessary planning errors. Changed manufacturing planning rules and reduced changeover times. Achieved staff reduction of 15%, inventory reduction of 20%, lead times by 25%, and improved customers perception of product quality.
Rubber Mouldings Company-Avon Rubber (Melksham) 1993 – 3 mths: Researched and identified new markets, leading to a 30% increase in sales in a new market sector with minimal investment.
1984 - 1991 DeVlieg Machine Company, Lutterworth
(Incorporating Wadkin Machine Tools)
MANAGING DIRECTOR (i/c of European Operations)
Achieved consolidation of DeVlieg & Wadkin in 4 months. Doubled export sales by establishing new markets. Turned £1m loss into £350k profit. Evolved new product strategy whilst making short-term improvements. Raised profile of company by aggressive marketing and ‘self improvement’ culture. Achieved increase in order intake of 30% during market drop of 20%. Reduced staff turnover.
1978 – 1983 & 1991 - 1994 Orr & Boss, London MANAGEMENT CONSULTANT
Major Assignments
Paint Maker- Ford Motor Company Paint Plant 1983 6 mths (USA): Ran waste minimisation project. Achieved material savings of $2m pa.
Aerospace Components Manufacturer- Dunlop Aerospace (Shepshed) 1983: Total Quality Programme. Revised quality systems and procedures. Reduced reported faults by 85%. Improved assembly productivity by 50%. Improved product performance by 100%
Corrugated Roofing Manufacturer – TBA (Widnes) 1982 – 6 mths: Lead project to reduce material waste, scrap, and rejects. Carried out SPC, and analysed material inputs, and ran partial factorial experiments. Developed improved procedures, trained staff, and introduced more effective reporting. Achieved savings of £350,000 pa
Glass Fibre Manufacturer- TBA (Wigan) 1982 – 6mths: Managed cost reduction project. Analysed all sources of material loss, and reasons. Developed revised procedures, changed shift pattern to improve material flow, and started a continuous improvement culture. Achieved savings of £400,000 pa.
1968 - 1977 Bridgeport Machines, Leicester
GENERAL MANAGER Leicester Manufacturing Unit – (final position)
Held several positions, including being the first quality manager. Planned and managed major investment programme. Extended buildings and purchased new machinery. Achieved 20% increase in plant output, introduced JIT, reduced lead times & inventory. Successfully introduced new models. Negotiated productivity deal during wage freeze
Personal Details
[omitted by me, Palinurus]
Academic Qualifications
BSc (Hons) Mechanical Engineering University of Durham 1965
MSc Engineering Production University of Birmingham 1968
Other Courses:
Textron Senior Management Course University of Harvard 1973
Professional Qualifications C Eng; F I Mech E; F I E E; FIMC;
Other Skills Lateral Thinker - Computer Literate - Basic knowledge of French, Spanish, Danish
Hobbies & Interests DIY, Motor Sport, Classical Music, Walking, Travel
