Thomas Stanger

Responsibilities:

• Lead and oversee site operations for two food processing plants within D
• Sandham Trading LTD
• Successfully launched and managed a new fish processing facility (GFS Ltd), adhering to BRC standards and optimising production processes
• Managed the CAPEX budget for facility setup, equipment sourcing, and recruitment of production, QC/QA, and supervisory teams
• Achieved BRC and MSC accreditations, securing partnerships with major retailers
• Manage day-to-day operations of both production plants, developing and managing a team of Production Shift Managers, Engineering Manager
• Technical Manager, and Health & Safety Coordinator
• Responsible for 300+ staff members, ensuring alignment with business objectives and achieving KPI metrics for OEE, Quality, Safety, RFT, Waste, and
• Cost
• Develop growth plans for both plants, including cold store expansion, tunnel freezer installation, and grading line upgrades to increase capacity
• Enhance blast freezing and processing capacity by 160 tonnes per week, equating to a 50% increase in processing capacity

Key Achievements:

• Successfully implemented and managed a fully operational fish processing plant with state-of-the-art equipment and a total annual capacity of approximately 13,000 tonnes
• Built and led a new team, fostering a culture of operational excellence and continuous improvement
• Achieved £12.48 million in revenue within the first 12 months, staying within the CAPEX budget
• Effectively oversaw monthly P&L for recoverable costs
• Implemented strategic objectives, core values, and business goals across the organisation
• Improved operational efficiency by implementing KANBAN workflow optimization and process enhancements
• Secured a significant revenue stream by partnering with the largest salmon by-product exporter in Europe, generating an additional £2.5 million annually
• Attained BRC A Grade status and MSC pass grade, the highest accreditations in the UK food manufacturing industry
• Simultaneously managed two production plants, driving growth, continuous improvement, and operational excellence
• Developed and executed a cross-functional JIT scheduling and production system to meet customer demand for perishable products.

Responsibilities:

• Led a team of senior managers, overseeing various departments, including
• Operations, Engineering, Quality, Health & Safety, Projects, Continuous
• Improvement, and Materials Planning & Logistics
• Managed a sprawling plant spanning three production units, featuring processes such as injection moulding, CNC assembly, fabric lamination, EPP, and manual assembly
• Directed operations for a just-in-time (JIT) automotive interior trim manufacturing facility, producing components for Jaguar Land Rover, Toyota, and GM
• Supervised day-to-day operations, ensuring alignment with KPIs for Health &
• Safety, OEE, Quality, Waste, and Cost
• Managed monthly P&L and CAPEX budgets
• Cultivated a culture of continuous improvement, emphasising Six Sigma
• Kaizen, and 5S methodologies
• Attended internal Kaizen College at the Hodonín site in the Czech Republic, completing an intensive course on Kaizen methodology
• Led an improvement project at the Hodonín site in Czech Republic, enhancing quality control processes, reducing defects, and improving inspection procedures, resulting in a 25% reduction in defect rates within six months
• Implemented visual management systems, standardised inspection procedures, and collaborated with suppliers to reduce defects at the source
• Achieved cost savings and reduced customer complaints, while improving overall process efficiency with a 15% reduction in lead times
• Recognized for instilling a culture of continuous improvement

Key Achievements:

• Managed a cross-functional team of senior managers, consistently achieving an average attainment rate of 94% for daily KPI objectives
• Implemented various continuous improvement projects, including 5S, Kaizen, and Six Sigma, with significant success
• Achieved a 25% reduction in defect rates and a 15% reduction in lead times at the Hodonín site in the Czech Republic
• Successfully project-managed the installation and commissioning of the 538C line for laminating components for the Land Rover Evoque, delivering it on time and within the CAPEX budget
• Attended Kaizen College to further educate on Kaizen methodology and
• Continuous Improvement principles
• Managed team performance through effective personal development plans, conducting monthly one-on-one sessions to address objectives, performance, and career progression
• Achieved maximum performance across safety, maintenance, and production metrics against the balanced scorecard
• Fostered productive working relationships across various business levels
• Implemented strategic mission, core values, and business objectives throughout company-wide operations.

Responsibilities:

• Initially hired as Operations Manager for the Liquids plant, responsible for managing a large processing plant producing pharmaceutical liquid products, including Lemsip, Gaviscon, E45, and Nurofen, as well as overseeing a packing hall with 15 high-speed packaging lines
• Led a team consisting of 4 Shift Managers, an Engineering Manager, a Quality
• Manager, and a Continuous Improvement Manager
• Ensured strict adherence to KPI metrics with a strong focus on quality and waste reduction, given the pharmaceutical nature of the products
• Successfully delivered on quality and continuous improvement objectives while overseeing daily operations
• Promoted to the role of Plant Manager for the Dries Plant after just six months
• Managed the highly automated, fast-paced tablet and capsule processing and blister packing facility
• Led various continuous improvement projects, including 5S, Kaizen, and Six
• Sigma, with notable success
• Managed team performance through personal development plans, monthly one-on-one sessions, and mentoring
• Achieved maximum performance across safety, maintenance, and production metrics
• Fostered productive working relationships and implemented strategic initiatives

Key Achievements:

• Rapidly promoted from Operations Manager to Plant Manager within six months of joining the company
• Successfully managed a new plant start-up in Salt Lake City, USA, meeting operational goals and performance metrics within a tight timeline
• Oversaw the installation and commissioning of two high-speed blister pack lines within 8 weeks, achieving a sustained OEE of 93%
• Managed a large team of cross-functional senior managers and collaborated with site-wide senior management to meet departmental and site KPIs and standardisation goals
• Effectively managed daily operations in a high-speed processing and packing plant with stringent quality guidelines and high-speed processes
• Developed and enforced safety policies and procedures, reducing accidents and losses
• Improved production capability, flexibility, and cost-efficiency through loss reduction focus groups and root cause analysis
• Executed strategies aligned with business objectives and provided direction to employees
• Ensured compliance with manufacturing legislation and maintained company standards.

Responsibilities:

• Joined Heineken UK as a packing line supervisor in the newly established bottling plant in 2006, overseeing day-to-day production processes and production teams
• Played a pivotal role in the company's Total Productive Maintenance (TPM) agenda and completed the 5S methodology course to become a 5S
• Methodology Expert, leading 5S projects and teams across the site's various plants
• Progressed rapidly through the management ranks, transitioning from
• Supervisor to Shift Manager within the first two years, following a successful secondment
• As Shift Manager, oversaw a team of 40 production operatives and 5 supervisors in a state-of-the-art, purpose-built factory with a production rate of up to 2000 bottles per minute per line
• Responsible for managing the production team to achieve plan adherence
• OEE targets, quality goals, and waste reduction in a safe and standardised manner
• Held the Shift Manager role for over 2 years before being promoted to
• Production Manager for the entire site, overseeing four plants: Bottling
• Canning, Kegging, and Brewing
• Managed a direct team of 14 Shift Managers across the four plants, reporting directly to the Site Operations Manager
• Key responsibilities included driving efficient production performance, coaching and developing the Shift Manager team, managing staff schedules, fostering a culture of continuous improvement, conducting regular TPM and audits, and reporting daily to the senior management team on production status and KPI adherence
• Led 5S projects site-wide, emphasising quality and customer complaint reduction, and managed all four plants according to their individual needs while maintaining standardised practices in line with the company's standards

Key Achievements:

• Achieved promotion from Supervisor to Shift Manager within 2 years of joining the company
• Completed 5S Methodology training and became a 5S Methodology Expert for the business
• Earned further promotion to Site Production Manager after 4 years with responsibility for four production plants and 14 Shift Managers
• Successfully delivered numerous continuous improvement projects, focusing on waste reduction, process efficiency, housekeeping, and quality defect reduction
• Produced comprehensive shift reports to support seamless handovers
• Led by example and promoted a safety culture through clear communication and inspections
• Conducted audits and reviews to enhance team performance and area standards, updating training and procedures as needed
• Enhanced team efficiency through the analysis of staff and equipment performance
• Trained and mentored new employees to optimise team performance and managed disciplinary investigations and hearings with a strong knowledge of employee relations
• Ensured that employees operated productively to meet business and customer needs
• Led a team of 150+ to achieve KPI targets in fast-paced environments.