Mike Rimmer's CV

Michael Kenneth Rimmer
BSc (Hons), CChem, MRSC, FMM
15 London Road, Newport Pagnell, Bucks MK16 0HA
Mobile: 07808 400816
Email: enquiries@mrinterimsolutions.co.uk

OPERATIONS MANAGER/DIRECTOR

Michael Rimmer is an accomplished Executive with over 20 years’ experience driving profitable growth in challenging markets. As a turnaround expert, successes in steering change and improvement have been attributed to a decisive, results-oriented focus on building and streamlining organisational infrastructure, products, systems and processes. He is a talented leader, adept at embedding change within organisations with a proven ability to deliver exceptional results.

Business Turnaround - Manufacturing - Interim Management - Change Leadership - Strategic Sales Development - Programme Management - Customer Service - Supply Chain - Lean Manufacturing - Six Sigma - SAP R3 - 5S - Kaizen - Kanban - Value Stream Mapping - Team Leadership & Development - Financial Management - Job Evaluation

Professional Experience :

MR Interim Solutions – Director/Owner
June 2006 – present

Provide independent consulting services to companies ranging from Small to Medium Enterprises to FTSE companies. Develop and implement change programmes to include lean, supply chain optimisation, business process re-engineering, process mapping and business strategy development/turnaround.

Selected consultancy posts and achievements:

  • ELE International – Interim Supply Chain Operations Manager
    • Increased service levels from 66% to over 85% through scheduling and reorganisation of delivery patterns and improved productivity to warehouse operations.
    • Increased stock turns from 8 to 10 of raw materials and products through reclassification using ABC analysis.
  • Darron SBO - Interim Production & Supply Chain Manager
    • Increased revenue from £18M to £29M in 2008 through design and implementation of manufacturing strategy surpassing six month sales & profit targets.
    • Reduced operational delays from >1000 days to <100 days through design and implementation of system-generated scheduling reports.
  • Darron SBO – Interim Production Control Manager
    • Increased throughput from <£1M to >£2M per month following lean systems deployment to the MIS scheduling system.
    • Optimised purchasing strategy, materials supply and improved supplier relations.
  • Biffa Waste Services Ltd: Environmental Services Division – Interim General Manager
    • Reduced invoice accrual value from £450K to <£120K and reduced WIP accrual from £850K to <£50K.
    • Increased delivery of planned maintenance work from 33% to >85%.

Concord Lighting Limited
Manufacturer of specialist lighting products with annual turnover of €50M.
Business Turnaround Manager – Fixed Term Contract
Feb 2005 – May 2006

Led company-wide turnaround programme implementing cost reduction, service improvement, leadership, lean manufacturing, portfolio rationalisation, NPD&I and quality.

  • Drove cost reduction programme achieving €2.5M savings (5% COGS).
  • Improved service levels from <80% to >95% within the first quarter.
  • Implemented lean manufacturing techniques to attain labour productivity improvements of >95% (from <85%).
  • Project managed outsourcing of key products to the Far East with cost savings of €450K.
  • Restructured company budget to include €2.6M cost savings involving restructuring and consolidation of two manufacturing and two warehouse sites.
  • Steered Inventory Reduction Team which generated savings of €1.2M of combined inventory while maintaining optimum service levels.

Whiteghyll Plastics Limited
Manufactured point of sale display products to retail sector and shop outfitting service to major retail companies. £4M turnover with 100 employees.
Head of Operations
April 2003 – Feb 2005

Led manufacturing, warehousing and shop fitting activity. Developed and implemented lean manufacturing techniques, development of key performance indicators and five-year capital investment strategy. Directed 80 staff with budget target to increase gross margin by £80K during 2003/04 and to ensure company increased organic growth to £10M by 2005.

  • Improved gross profit from loss of £130K to profit of £170K with increased turnover from £3.4M to £4.4M in 2002/03.
  • Devised and implemented benchmarking and key performance indicators for activities previously unmonitored.
  • Reduced customer lead time from one week to two days through implementation of electronic production planning system.
  • Improved process throughput, typically by 50%, through service improvement techniques.
  • Reduced over-production from 15% to <0.1% generating predicted saving of 150,000 units.

Rhodia Consumer Specialities Ltd
Global manufacturer of bulk and fine chemicals.
 Business Process Team Leader - SAP R3 Implementation, 2001 - 2003

With team, implemented SAP R3 system in three UK manufacturing sites and acted as go live team leader at one site. Developed training manuals, delivered staff training and undertook process mapping and prototype testing.

  • Implemented transition to SAP R3 on budget and on time with no loss of business or financial transactions.

Production Supervisor/Manager, 1996–2001

Led team of 40 staff at several high hazard COMAH chemical production plants meeting exacting quality and Health & Safety Executive standards with operating profits of £20M. Implemented improvement projects and ensured product planning and operations met sales forecast.

  • Reduced working capital by 57% saving £500K through disposal of obsolete and slow-moving stock.
  • Created and led asset management team which implemented significant product improvements and increased pre-tax operating profit by £535K.

Education and Computer Skills

Fellowship in Manufacturing Management: Cranfield University

BSc (Hon) Applied Chemistry: University of Wolverhampton

Professional development courses including PRINCE2 Practitioner, IOSHH Managing Safety

Computer skills: MS Office Suite; PRMS Legacy Systems; SAP R3; Sage Line 500; MAPICS; Visual Basic; SAP Business One.