Stanley Goddard

 

Stanley Goddard - Professional Summary:      Successful, results-generating manufacturing and operations professional with extensive experience directing teams, technical personnel, and line management personnel in exceeding production and sales goals and objectives in areas of the business including extensive industry knowledge, practical experience in the production processes, profit and loss responsibility, integrating change, managing pilot and production runs, employee relations, and communications.

 

Stanley Goddard - Professional Experience: 

 

Frontlinegb Limited (Bespoke Fabrication) Sheffield, United Kingdom 2006 - 2009

Manufacturing and fabrication of aluminium windows, doors, roofs, curtain walling for the commercial residential and defence industries employing 60 people and t/over of £4m

Managing Director

 

Responsible for all aspects of the business organisation. Responsible for department operations, directing a professional staff of 15, and an annual budget of £4m Developed Sales and marketing strategy with strengths in revenue production, innovation,, and strategic partnership development. Track record in moving change management successful P&L management including financial analysis, budget control, reporting and revenue forecasting
Reduced Company losses from £381k 2006 to £220k 2007 (42%) Improvement. · Reduced indirect and direct labour by £175K, Implemented different payment terms on new business and extended supplier days paymentsIncreased t/over £3m to £5m (66%increase)· Restructured operation for more accurate costings, better overall factory efficiency allowed company to be competitive. Implemented small contract targets i.e. £100k and below, telephone sales, cold calling, mail shots etcReduced stock levels and wip levels from £120k to£50k (58% reduction) Reduced scrap levels by 15% per project · Better planning and scheduling of materials coupled with supply chain management and education of people, JIT operation, stock control, site storage control Managed to keep business going through times of crisis Cash flow management, adjusting levels of staff as turnover diminished during recession, visiting customers, seeking alternative revenue streams Reduced Lead-times from 6 weeks to 2 weeks· Utilised new plant layout, Microsoft project planning, improved process flow and communication routes

Dunlop Bestobell Ltd (Aerospace) Leicester United Kingdom 2003 - 2006

Manufacturer of rubber seals and metal clamps for the aerospace, marine and defence industries with a turnover of £35m employing 350 people

Operations Director

 

Responsibility for all operational aspects of the business including union negotiation planning, procurement, facilities etc Integrated two companies into one operation
Maintained 96% of deliveries during 2005 to major client's whilst the merger was on going the move overall took 6 months to complete· This was achieved by preplanning of stock build and wip increase on both sites to compensate for any problems during transition and to comply with CAA approval Maintaining supply of product during major MRP upgrade issues during late 2005 and early 2006, which affected delivery metrics to an alarming situation with major clients· Arranged for weekly meetings with customers went back to basic planning and procurement visual not MRP generated · Daily team meeting prioritising all requirements along with dates and adherence schedules· Subcontracted out product where necessary to help meet demand Planned arrears reduction in accordance with group policy i.e. should be no higher than 5% of t/over · 2006 saw the figures start to fall and were on schedule to meet criteria by June · Training of operatives gradually increased production efficiency from 80% to 95 % of the overall plant utilisation which averaged at 80% for the site· Supplier deliver improved from 65%n tom 85% due to negotiation and reducing number of suppliers· Extensive capacity planning identified potential bottlenecks which were addressed· Implementation of strict FAIRs Procedure (First Article Inspection report) before further production commenceReturns Policy reduced by 15% (approx £30/50k per month) savings on those returns attributable to the manufacturing process· Implemented daily analysis and categorisation of returns i.e. design, manufacturing, wrong dimensions · Departments involved called together and explained the issues and solutions · Sign off procedures implemented Lead time reduction from12 weeks to 4weeks · Introduction of accurate forecasting from sales, supply chain management and forward requirements from customers

Minardi F1 Team European Aviation(Automotive) Ledbury Herefordshire 2001 - 2003

The building of race engines, gearboxes, transmissions etc to meet the schedule for the Minardi team to complete in the Formula 1 Motor sport calendar

Interim Supply Chain Manager

To integrate two procurement operations (Italy and UK) to reduce overall stock holding , improve supply chain agreements to ensure the build programmes were achieved

• Implemented department policies and procedures to initiate a synergy of the procurement departments

• Produced project plan for the integration and overall cost savings by the merger which were 30% in people and stock costs

• Accepted and scrutinised vendor bids and proposals.

• Introduced supplier ratings, cost comparisons , JIT compliance.

• Managed the overall purchasing function for the facility and company.

• Arranged vendor contracts, negotiated best costs, and observed quality of purchased materials.

• Organised purchasing activities with engineering, production, and warehouse personnel.

Flex Building Supplies Ltd ( Gifts-FMCG) Northampton United Kingdom 1996 - 2001

The manufacture of seasonal food gifts to the major stores such as Sainsburys, Safeway, BHS as well as contract packaging of other miscellaneous products for Boots the chemists

Operations Manager

 

Full responsibility for setting operation up from scratch employing all staff finding premises and developing the business to £2m+
• Designed, developed, and facilitated significant manufacturing projects.

• Managed utilisation of equipment, facilities, and personnel to obtain maximum efficiency and meet performance objectives.

• Directed overall manufacturing operations.

• Maintained authority over budget and scheduling.

 

Bowman Webber (Glass- FMCG) Harlow, Essex United Kingdom 1985 - 1996

Manufactures of mirrors and process glass to the major retailers (B&Q, Wickes, Homebase) and furniture independents (Silentnight)

Manufacturing Director

 

Full responsibility for all manufacturing functions and associated departments turnover £12m employing 100 people
• Generated £5 million savings by implementing cost-reduction initiatives and targeted action plan over the period employed

• Implemented planning and response to support 12% growth in sales, employees, restructuring, and expansion.

• Directed operations in cross-functional team efforts of new product commercialisation initiatives.

• Instituted management review team for setting direction and corrective actions of customer issues and goal attainment.

• Identified and solved problems affecting production including schedules, staff, quality, and order of production line.

• Measured progress by established standards of performance.

• Established departmental strategic direction including policies and procedures.

• Planned and maintained production schedules.

• Directed production operations and processes for the facility and company.

• Managed facilities and equipment maintenance.

 

 

EARLIER CAREER :Elsenham Quality Foods Ltd (Hertfordshire) Production Director 1980 to 1985 Lesney (Match Box Toys) Ltd (London and Harlow, Essex) Group Planning Manager 1976 to 1980 Bowater Scott Corporation (London) Planning Manager 1972 to 1976 London Overseas Post Office (London) Sorting office postman 1969 to 1972 Aluminium Foils Ltd (London) Accounts Clerk 1966 to 1969 EDUCATION

 

 Stanley Goddard - Education:     

GCE, CSE, RSA, Rokeby High School                                                            1966

Industrial Management Newham College                                                     1976

Member Institute of Directors,                                                                           2006

Member Institute of Operations Management                                               2004

                                                           

 

Stanley Goddard - Interests:    

 Full UK Driving Licence - own transport

Leisure Activities: Swimming, Theatre, Music, DIY   

 

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