Steven Larner is an experienced Operations Manager with over 30 years of experience in manufacturing roles. He has a proven track record of improving quality, reducing costs, increasing productivity and yields through implementing Lean manufacturing techniques and building high performing teams. Some of his key achievements include reducing quality issues by over 80%, cutting unit costs by over 20%, and improving productivity by over 15%. He is skilled in change management, employee relations, and health and safety.

1. Steven Larner
23 Hebden Chase, Leeds LS14 2BJ
Tel 0113 2937647 or 07837133505 (mobile)
Email - steve.larner6@ntlworld.com
PROFILE
Commercially astute Operations Manager with extensive experience of manufacturing improvement and
business change across many business sectors. Strong understanding of Lean manufacturing and Six Sigma
qualified. Proven track record of meeting demanding targets through creating and building high performing
teams whilst successfully implementing major changes to ways of working and delivering best ever business
results. Contributes to strategic thinking and designs and implements annual Business Plans. Creates, builds
and maintains effective and credible employee relations resulting in trust and respect. Experienced working in
both unionised and none unionised environments, negotiating win/win outcomes. Actively promotes learning and
development culture. Possesses excellent interpersonal skills, is a good communicator and recognised leader
with high integrity and the ability to motivate and manage a large workforce.
KEY ACHIEVEMENTS
 Significantly improved quality of product (reducing wastage) from 5773 ppm in 2012 to 947 ppm in 2014.
This was achieved through asset retirement, Six Sigma projects, zero cost in line inspection and
introduction of Quality Assurance Systems.
 Reduced unit manufacturing cost from $5.7 (2012), $5.5 (2013) to $5.05 (2014). Achieved through major
organisation redesign reducing manpower numbers and management tiers and consolidating shift
patterns from 7 to 5 days in the Finishing and Warehouse areas. This resulted in cost savings of
approximately £400k pa without affecting business performance.
 Increased yield from 88.8% (2013) to 91.5% (2014) and 93.2% (2015 ytd), through optimisation of
guillotine waste for non- standard products, asset retirement and commissioning in line inspection, Lean
Six Sigma projects, and developing a right first time culture.
 Improved productivity from 85k m2 per employee pa (2012), 86k m2 (2013) to 100k m2 (2014) through
all of the above changes taking place; this was achieved through department mergers and cross skilling.
 A 30% improvement in productivity across our Finishing functions was achieved through 2014 against a
backdrop of site closure, this was achieved using the Business Improvement Technique (BIT), skills as a
platform for all to be involved in Continuous Improvement Projects, all of which were zero cost solutions.
 Ensured employees were kept motivated and engaged through the extensive change process through
BIT Training, Lean Development and improved communications.
 Achieved a safe working environment the site achieved 2 years without a Lost Time Accident, this was
done by keeping Health and Safety at the heart of what we do.
EXPERIENCE
Head of Manufacturing, HSL Chairs (High Seat Limited) Feb 2016 – Present
 Responsible for all manufacturing of high quality furniture (Chairs, Sofa’s, Beds) across two sites
 Overseeing from purchase of raw materials, production process, Quality control and distribution.
 Responsible for Health & Safety, Quality, Continuous Improvement and Development of new products.
 Production process consisted of, Wood-mill operations, CNC, Fabric cutting, Sewing, Frame making,
Upholstery and spraying operations.
 Improved Quality rate 9% in first two months by creating a “Right first time” approach, presenting faults
back to originators for correction, and initiating a Quality Control area with zero tolerance to defects.
 Improved production attainment from 82% to 92% by de-bottlenecking the process and addressing
performance related issues.

2. 2
Manufacturing Manager, Kodak Ltd August 2009 – Oct 2015
 Responsible for all Manufacturing activities carried out on site across a 12 acre facility; 24/7 unionised
operation; employing 250+. The site is an advanced manufacturer of lithographic printing plates.
20million m2 output, £100million turnover pa.
 Process consists of chemical mixing, web conveyance, coating, high speed precision sheeting,
packaging, distribution and waste treatment. Constant product innovation requires a capital intensive,
highly automated operation, supplemented by a strong continuous improvement culture.
 Reducing or eliminating customer complaints acting promptly and taking effective measures to prevent
re-occurrence and continually look to improve, introduction of QAS / Quality Gate systems to promote a
“Brother’s Keeper” approach.
 Reducing manufacturing costs year on year by improving efficiency, productivity and effective use of
Lean manufacturing tools and principles.
 Meeting customer requirements on time, in full and to the best quality, and react to sudden change to
demand, volume or product mix.
 Improved OEE (Overall Equipment Effectiveness) by 33% through the introduction of Hourly Monitoring
system (Visual Control), on all machines linked with downtime reduction initiatives having a major impact
on both Performance and Utilisation through downtime focus and the use of Pareto analysis.
 Reduced lead time from twenty eight days down to five days for None Standard requirements through
value stream mapping of the process and application of Lean methods.
 Reduced overall Lead Time through the factory by 20% delivering < 95% OTIF
 Create learning and development culture promoting team-working and individual learning including
formal qualifications such as NVQ training in Performing Manufacturing Operations (PMO), Business
Improvement Techniques (BIT), and Lean, Six Sigma.
 Employee relations including grievances, disciplinary issues as well as negotiating with Trade unions on
changes to terms and conditions.
 Contributing to strategic Business Plan and creating department annual business plan with policies / key
responsibility areas to ensure workforce understand their personal impact to meeting these targets by
making it real and holding them accountable.
 Manage and promote positive health and safety culture such as no recordable incidents, no lost time and
no first aid accidents.
 Employee engagement, motivation, appraisal and salary reviews.
Operations Manager – Europower Hydraulics Ltd August 2003 - May 2009
Europower produced precision hose, fittings and kitted assemblies to OEM customers including Komatsu, BAE,
Caterpillar, JCB, and Rolls Royce.
The company employed around 140 employees in the U.K. across three sites in Leeds, Nottingham and a line
side in-plant at Komatsu in Birtley, as well as 80 employees in Poland.
 .Responsible for all activities on each of the sites, leading and managing each team towards the
business unit goals.
 Created, led and implemented a change programme - harmonised contracts, reduced headcount and
business units, delivered 35% efficiency improvements and cost savings estimated at £500k pa through
the introduction of best practice, and fully utilising key equipment.
 Led a seamless re-location project of main production sites with zero customer disruption.
 Introduced Lean culture to support efficiency improvements and cost savings including; 5S, Kaizen, VSM
and TPM.
 Reduced absence by 40% by introducing a new absence monitoring process.
 Achieved Supplier Of The Year award from Komatsu 2007/8
Production Manager, AGFA Gevaert Ltd August 1987 – May 2003
 Responsible for managing and leading the Finishing (Wrap / Pack / WH) function of the Printing Plate
business.
 Introduced an operator led Lock Tag Clear & Try isolation process to operations.
 Introduced Key Performance Indicators to monitor progress against Site Business Plan and Objectives.
 Created Team Leader development through Forums, Mentoring and regular reviews giving improved
leadership performance, ownership and increased flexibility and professionalism.
 Introduced skill matrix and operator training manuals across site to identify training needs and
competency levels increasing flexibility, motivation and machine utilisation.

3. EDUCATION & TRAINING
2014 ISO 9001 Internal QMS Auditor
2011 Lean Six Sigma Green Belt
2011 Inspirational Leadership Programme
2010 Institute of Leadership & Management
- Coaching & Mentoring - Level 3
- Business Finance – Level 3
2009 Manual Handling Instructor
2007 IOSH Certificate in Managing Safely
INTERESTS
I enjoy playing golf, and watching most sports, especially Football and Rugby.
To relax I like to spend time with my family, DIY and also enjoy my holidays abroad.
References and recommendations available on request.