David Bovis

Delivery of the Manufacturing Advisory Service program for EMDA to SME's and LE's looking to develop Sigma and Lean, Strategy, supply chain and other business issues within the structure of this government funded support program. I specialise in sustainable change via leadership development (focused on Lean & the psychology of making change) through culture and communications training / implementation, challenging the way people think and what their belief structure is within their business to ensure a common vision promotes ownership and sustainable change.

Single Client Consulting support relative to change and improvement, providing bespoke solutions to individual client needs, with a focus on Lean Six Sigma, systems thinking and related methodologies

Providing FREE full and extensive downloads from our website in addition to providing Consulting services and training regards Lean and Change implementation for industry, we gave away the tools and tecniques, knowing it is the deeper issues related to change that people have to address....

LEAN FAILS.
Lean principles offer massive benefits when implemented with a clear philosophical understanding, however they often fail or disrupt more than they improve, when tools and techniqes / process and procudure for a bottom line quick hit is the major driving force!

It's politically incorrect to say 'Lean disrupts or fails' in normal business circles as it challenges the status quo. Ironically this was one of the original intentions of 'Lean' but, western ego's proved to be stronger than 'Lean philosophy'. When the original intention didn't translate easily, we re-invented the bits we didn't like, so the status quo at leadership levels was not challenged.

Sustainability has been ignored and 'long term gains' discounted in favour of quick hit, quick fail improvement initiatives, driven by accounting practices, a bottom line focus and detached cultural layers of responsibility in organisations. Cherry picking tools and techniques to get a visible ROI regardless of CSR (Corporate Social Responsibility) is normal business practice - but it has a short shelf life.

Leaders (CEO's) have to authentically model behaviour that supports and encourages ethical and sustainable principles! To behave (act) in a different way, different beliefs, thoughts and feelings are required. (It's prerequisite to being Human).

At Concrete Heads we have developed the BTFA model (overview available in our e-brochure download) focused on Left / Right brain hemispherical balance in relation to the psychology and philosophy of making Sustainable cutural change, enabling a change in belief and therefore a sustainable change to your organisation.

We will be happy to help.

Market - Defence
Suppliers of Chemical Warfare Analysis equipment to the MOD and DOD for Land, Sea and Air forces. Volatile Organic Analyser designed and built for NASA. Main competitor BAE Systems. T/O £55Million

Role - Mentor 7 members of the management team
• Strategic introduction of Lean tools and systems within a Policy Deployment framework. 14% to 7% profit drop reversed & returned to 10% in 18 months. Operations re-structuring. Training.
• Business analysis – Instigate and lead Value Stream Mapping exercises to attain BPR of Sales & Operations Planning, internal kanban & NPI improvements through Cross-functional team development.
• Culture Development - innovative communications training and implementation in support of evolving management 'style'.

Market
• Supplier of commercial and passenger vehicle lighting systems to Volvo, Scania, Ford, Montracon, SDC, Don Bur, Lotus, Leyland DAF, Isuzu, Dennis, Emergency service providers etc. T/O £40 million.

Role
• Project management of all site Lean initiatives relative to KPI targets. NPI, DFMA, Kaizen, Waste elimination, productivity & All H&S issues + process design / DFMEA’s, PFMEA’s and training.
• Working with external consultants to develop cells to focus on core competencies and bring out-sourced moulding work in-house

Market
• Supplier to Commercial vehicle, Aerospace and civil engineering customers. Massey Ferguson, JI Case, John Deere, New Holland (Fiat) for cable and electronic operated remote control units. BAE for aircraft seats and the building trade for remote window mechanisms. T/O £18 million.

Role
• Kanban Implementation; Internal – Convert stores to line-side delivery - £1.4m stock value reduced to £400K in 10 months. External – supplier procurement agreement negotiation, supplier training and Project management.
• Training; International Group management from Sweden, Germany, Japan, France etc. in UK & Europe to introduce the Danaher approach to Policy Deployment.
• Managing cellular teams, Value stream mapping / site analysis, Waste elimination.