interim leadership

• Turning Vision into Action with IMIG’s Two-Day Hoshin Kanri Workshop

  Hoshin Kanri is a strategic management approach that originated in Japan during the 1950s, pioneered by Professor Yoji Akao. He emphasised the importance of harnessing the collective expertise of all employees to drive an organisation toward a goal. He stated that “each person is the expert in their role” and by leveraging this collective intelligence it makes their organisation a leader in its industry.

  The term “Hoshin” translates to “direction” or “compass needle,” while “Kanri” means “management” or “control.” This methodology underscores the concept of aligning every organisational action and decision with the overarching strategic goals of the company.

  At IMIG, we specialise in helping manufacturing businesses harness this methodology to achieve a cohesive plan. It is one of the most powerful strategic planning frameworks that transforms ambitious goals into actionable plans embraced by every level of your organisation. We trust its effectiveness so much that we use it as the foundation for our own strategic planning.

  Here’s how Hoshin Kanri can reshape your approach to strategy and execution.

  The Hoshin Framework

  Hoshin Kanri, sometimes referred to as “Hoshin,” is a strategic planning framework designed to align an organisation’s activities and resources with its overarching vision and goals. The process involves:

  Defining Strategic Objectives: Setting high-level goals over a 1–10-year time period at the most senior point of the company or with the ownership. This is usually done ahead of the two-day workshop.

  Strategic Targets: Translating those objectives into specific, actionable targets for the upcoming year by the management team.

  Tactical Objectives: Developing projects and initiatives to meet the strategic targets. These are usually deliverable within ¼ to a full year but not longer.

  KPIs and Metrics: Establishing measurable outcomes to track progress and ensure success across all levels of an organisation.

  The magic of Hoshin Kanri lies in its ability to ensure alignment across all levels of the organisation, making sure every employee is contributing to the same overarching goals.

  The importance of vision and alignment

  In business and manufacturing, vision often begins at the top – the CEO or owner has a clear picture of where the business needs to go. However, misalignment occurs when that vision isn’t effectively communicated or tracked throughout the organisation, the interpretation gets lost, something we see a lot of the time.

  Hoshin Kanri bridges this gap. By breaking down high-level strategic objectives into tactical plans, it ensures that every department and employee understands how their role contributes to the bigger picture. This reduces inefficiencies, minimises duplication of effort, and creates a cohesive, unified workforce.

  Hoshin Kanri Case Study: From Misalignment to Unity

  One of IMIG’s clients, a manufacturer of automotive component parts, implemented Hoshin Kanri to address a disconnect between the owner’s vision for a new factory and the management team’s execution. Using this framework, the owner’s priorities were clarified, and objectives were translated into tactical plans. The result? A well-aligned organisation that executed the vision with precision and speed, leading to improvements in productivity and employee satisfaction.

  FAQs about Hoshin Kanri

  1. What industries benefit most from Hoshin Kanri? Hoshin Kanri is valid across all business but we have found it particularly effective in manufacturing, where complex processes and hierarchical structures often create silos. By aligning goals across all levels, manufacturers can achieve streamlined operations, improved communication, and enhanced productivity.

  2. How long does it take to implement Hoshin Kanri? The initial planning phase is done one-to-one directly with the business owner ahead of the workshop. The workshop itself takes 2 days, during which strategic objectives, targets, and tactical plans are defined with management. Implementation and progress tracking are ongoing, with monthly reviews to track progress and address challenges.

  3. How does Hoshin Kanri improve organisational performance? By coordinating every employee’s actions with the company’s strategic objectives, Hoshin Kanri eliminates inefficiencies, encourages collaboration, and ensures accountability. The result – a more agile and competitive organisation.

  Hoshin Kanri Workshop

  At IMIG, we offer a comprehensive 2-day Hoshin Kanri workshop to kickstart your strategic transformation:

  Pre-workshop: Define strategic objectives and targets, this can be as much as a 10-year plan and then broken down. It is completed with the business owner one-to-one ahead of the workshop.

  Day 1-2: Translating the strategic objectives into tactical plans with the management team. The focus is on determining what needs to be accomplished quarter by quarter over the course of a year. Initially, the list of potential actions can be extensive. However, the objective is to refine this list into 4 to 5 detailed and prioritised plans. Sometimes a voting process is needed to ensure consensus.

  Post-workshop KPIs: Monthly review sessions to track progress and monitor success or changes.

  Our experts, bring years of experience in manufacturing and strategic planning to guide your team through this transformative process.

  Get Started with IMIG

  Are you ready to align your vision with actionable strategies? Book a 2-day Hoshin Kanri workshop with IMIG today and discover how this powerful methodology can quickly revolutionise your manufacturing business.

• Business Agility in Manufacturing: A Competitive Edge

  Agility is no longer a buzzword – it’s a necessity. As companies face shifting political markets, disruptive technologies, and complex supply chains, those that can pivot quickly, innovate, and collaborate effectively are positioned for long-term success. At IMIG, we understand the challenges and opportunities that come with agility, particularly when working with multinational clients.  This blog explores business agility in manufacturing and how global collaboration can amplify its benefits. 

  What is Business Agility in Manufacturing? 

  Business agility is the ability of an organisation to adapt to changes efficiently and effectively while maintaining productivity and customer satisfaction. In manufacturing, this can mean: 

  • Quickly reconfiguring production lines to meet demand. 

  • Adopting new technologies for Industry 4.0 integration. 

  • Managing supply chain disruptions with minimal impact. 

  • Aligning global teams across different time zones and cultures. 

  For multinational manufacturers, agility is especially critical. It ensures competitiveness in the face of global challenges such as fluctuating raw material costs, regulatory shifts, and geopolitical uncertainties. 

   

  The Role of Agility in a Globalised Manufacturing World

  Global companies operate in a dynamic environment where regional market needs, cultural differences, and regulatory requirements demand a tailored approach. Business agility allows these companies to: 

  1. Navigate Complex Supply Chains 

  With suppliers and production facilities spread across continents, quick adjustments are necessary when disruptions occur. Agility ensures that delays in one region don’t cascade into global production schedules. 

  1. Adapt to Regional Market Trends 

  Manufacturers must cater to local preferences while maintaining global efficiency. Agile companies can customise products and services to meet regional demands without sacrificing scalability. 

  1. Leverage Technological Innovations 

  Industry 4.0 technologies – such as AI and robotics are reshaping manufacturing. Agility allows businesses to adopt these technologies rapidly, gaining a competitive edge. 

   

  Strategies to Enhance Business Agility

  For global manufacturers looking to enhance their agility, IMIG emphasises three core strategies: 

  1. Flexible Processes and Systems 

  Build modular and adaptable production systems. This could mean using flexible manufacturing systems that can produce a variety of products without extensive downtime. 

  1. Empowered Workforce 

  An agile company relies on its people. Upskilling employees, creating a culture of innovation, and promoting cross-functional collaboration can make teams more resilient and adaptable. 

  1. Strong Digital Foundations 

  Digitisation is a cornerstone of agility. From predictive maintenance to real-time supply chain monitoring, digital tools provide the visibility and data insights needed for quick decision-making. 

   

  Collaboration Across Borders

  Working with global partners, like IMIG, brings unique advantages in building business agility: 

  • Shared Best Practices: Leveraging global expertise ensures innovative solutions are applied across all operations. 

  • Customised Local Solutions: Regional teams provide insights into specific market dynamics, ensuring strategies are tailored to local needs. 

  • Scalability and Consistency: A global consultancy can help align decentralised teams while maintaining brand and operational consistency. 

   

  Conclusion: Agility is the Future

  The world of manufacturing is changing faster than ever, and agility is the key to not just surviving but thriving in this new era. At IMIG, we believe agility is more than a strategy; it’s a mindset. By combining flexible processes, empowered teams, and cutting-edge technology, manufacturers can meet today’s challenges while preparing for tomorrow’s opportunities. 

  Are you ready to transform your manufacturing business with agility?

  Get in touch with IMIG to explore how we can help you stay ahead in a competitive global market. 

• Taskforce Delivery: Solutions for Failing Product Lines

  In manufacturing, failing product lines can wreak havoc on a company’s relationship with its customers. When things reach a critical point, and penalties start piling up, our Taskforce Delivery service steps in. While business turnarounds typically address issues across the whole company, Taskforce Delivery zooms in on failing processes that need urgent attention. The goal? Quick, aggressive action to get things back on track before further damage is done.

  Who Makes the Call for Help?

  Calls for help often come from two directions. Either the supplier, knowing their performance is in freefall, or the Original Equipment Manufacturer (OEM), whose purchasing team has grown frustrated after exhausting all efforts to fix the problem. More often than not, it’s the OEM that reaches out, saying, “We’ve tried everything, but it’s not working.” In some cases, the supplier wants to avoid escalation and bring us in before things worsen.

  When time is of the essence, we waste no time. Typically, we’re on-site within 24 hours, and our record stands at receiving a call at 10am and arriving at the plant by lunchtime.

  The First Step: Find the Leadership

  The very first thing we do is locate the most senior person in the company. There are two reasons for this. Firstly, to see if they are aware of the issue. It’s not uncommon for the leadership team to be in the dark, even though those below them are grappling with the problem. Without their involvement, any solution we suggest won’t have the necessary backing. Secondly, we work closely with the most senior operational staff to walk through the production process, mapping out where the failure might be occurring.

  Often, the OEM has a theory about why the product line is failing, but the root cause can be something completely different. Getting to the heart of the issue quickly is crucial to our process.

  The Initial Assessment

  At this point, it’s typically just one person from IMIG making that first day assessment on-site. Bringing in a full team before we know the nature of the problem would be inefficient. Whether the issue is related to quality, delivery, technical factors, or the workforce, the key is identifying it swiftly so we can deploy the right team from IMIG to address it.

  When a Taskforce Becomes a Full Turnaround

  In some cases, what starts as a product line problem reveals broader company-wide issues, such as cash flow problems or deeper operational strategic challenges. In those cases, the taskforce delivery may evolve into a more comprehensive turnaround, but our initial goal remains the same: fast, effective action to prevent further damage.

  An Example of Taskforce Success

  One of IMIG UK’s earliest Taskforce Delivery successes involved a client with two failing factories. We were given 12 weeks to deliver results, but within just five weeks, we had one factory running at 100% efficiency. By week seven, both factories were fully operational, marking the fastest recovery ever for an OEM.

  If you’d like to find out more about our Taskforce Delivery service, connect with Simon Lucas via LinkedIn or contact us here.

   

  FAQs on Addressing Failing Product Lines in Manufacturing

  What are the common causes of product line failures in manufacturing?
  Failing product lines in manufacturing often arise from quality control issues, operational inefficiencies, supply chain disruptions, or design flaws. Defects may result from errors during production, such as material deficiencies or assembly mistakes. Downtime due to equipment failures can disrupt schedules, while supply chain issues, like delays or shortages, lead to insufficient materials. Additionally, flaws in product design can compromise functionality or quality, regardless of how precise the manufacturing process is.

  How can manufacturing companies identify the root causes of product line failures?
  Manufacturers can identify the root causes of failures by using techniques like Root Cause Failure Analysis (RCFA) or Statistical Process Control (SPC). These methods help analyse production processes and pinpoint underlying issues. For example, RCFA provides a structured approach to understand why failures occur, while SPC monitors operations to ensure they stay within quality parameters. These tools, combined with failure analysis strategies, enable companies to take targeted corrective actions.

  What steps can be taken to prevent future product line failures in manufacturing?
  Preventing product line failures requires proactive measures, such as implementing preventive maintenance programs, standardising work procedures, and conducting regular quality audits. Maintenance ensures equipment operates efficiently, while standardised procedures minimise production variability. Regular audits help identify issues early, allowing prompt corrective action. Additionally, empowering employees to take ownership of quality helps a culture of continuous improvement and vigilance, reducing the likelihood of future failures.

   

• The Importance of Employed Manufacturing Consultants

  The Way We Deliver our Values Through Employed Consultants 

  We take pride in the way we deliver our consulting services, and a key part of that is through our team of employed manufacturing consultants.  

  90% of the IMIG team is employed, and we maintain 10% flexibility to adapt to a project’s needs. This intentional structure sets us apart from competitors who rely on third-party contractors. By keeping our core team in-house, we uphold our company’s values, culture, and behaviors in every interaction with clients. 

  Using third-party consultants on a regular basis can dilute the customer experience. External contractors often set their own agendas and manage their own diaries, which can delay response times and impact the quality of service. At IMIG, we ensure that our consultants are fully aligned with our clients’ goals, and that commitment is much stronger when they’re part of our team. When we employ a consultant, their success is our success, and that close alignment makes a significant difference in the outcomes we deliver together as a team. 

  Our commitment to quality is also reflected in our framework agreements, which guarantee that every consultant we place on a project has prior experience and a proven track record of delivering results. We don’t just fill roles; we match clients with consultants who have the skills and experience to make a real impact. 

  Continuous improvement is a value we champion, both for our clients and within our own organisation. By having employed manufacturing consultants, we invest in their ongoing learning and development, offering apprenticeships and other training opportunities. This ensures we’re always bringing the most up-to-date knowledge and expertise to our clients’ projects. 

  Our approach is simple: when we invest in our people, our clients see the results. 

  To connect with any of our team on LinkedIn click HERE.

• Strengths That Engineers as Manufacturing Consultants Contribute

  By Ashley Fox, Senior Consultant, IMIG

  As a manufacturing engineer by trade, I knew there would be gaps in my experience when stepping into a new role working alongside other manufacturing consultants. However, the tools and approaches I developed over the past decade as an engineer have provided an invaluable foundation for thriving in the world of manufacturing consulting.

  Inquisitiveness: The Core Trait of Engineers as Manufacturing Consultants

  Of course, everyone thinks that their approach is best and has confirmation bias with regards to their own experience, but I believe that there is a unique mix of invaluable traits that a manufacturing engineering background provides compared to other disciplines. The first of which is a key trait I look for in all manufacturing or production engineers, is inquisitiveness. Whilst all engineers are, by nature, curious, I believe that manufacturing engineers have self-selected themselves because of their desire to figure out how things work and then how to fix or improve them. This also forms the underlying foundation of my approach to consulting.

  Transitioning from Engineers to Manufacturing Consultants: The Roles

  As a consultant with IMIG, I get involved in different types of projects and take on different roles. Although a project is always unique, and there is more nuance than what’s listed below, it can essentially be broken down into three main types:

  • Turnaround and supplier management/escalation.
  • Project management, such as NPI, a plant or facility move, conducting due diligence on a merger or acquisition.
  • Business improvement, leading strategic workshops, lean coaching, or interim roles.

  Identify Root Causes

  Often in a turnaround or supplier escalation, the underlying root cause of a problem will not have been identified, and the existing team is fully occupied dealing with the symptoms and trying to keep the business’s head above water. They may even have been dealing with the problem for so long that they no longer see the issue, like a frog in a slowly boiled pot.

  In these situations, the problem first needs to be properly understood and quantified. A set of metrics or KPIs need to be established to identify the scale of the problem since, as the adage says “If you can’t measure it, you can’t improve it”. This can be met with resistance from people under pressure and can be seen as a consultant just adding more work to the busiest people just to try and justify their position. This is where a manufacturing engineer’s problem-solving tools and manufacting consultants leadership mindset combine best, using facts and persuasion to influence the attitude and behaviours of other people.

  Enhancing Operations

  As one of the main roles of a manufacturing engineer is to increase the efficiency of an assembly line and these situations are where the roles have been most closely aligned. The requirement to improve any element of Quality, Cost, Delivery (in my experience usually the latter), is one where the application of waste reduction through time and motion studies, process optimisation and standardisation, layout improvements, manpower planning, tooling reviews, optimising inventory levels, designing in-process checks, and creating maintenance plans will drive improvements in the QCD triangle.

  Identifying & Removing Waste in Business Processes

  It’s not just operational problems that manufacturing engineers can address; waste can be identified in any business process. Since the problems are different, the methods of identification, root cause, and mitigation activities are different as well. This is part of developing the consultant’s toolbox and having the experience of my fellow consultants to fall back on, but the thought processes, controls, and tracking of those risks follows a similar methodology. This can involve identifying blockages or single points of failure for a business such as machinery, people, knowledge, or identifying bottlenecks in systems that are preventing or delaying necessary changes from being made. This has been a great opportunity to experience wider elements of organisations and continue to learn and develop.

  Risk Management

  Successful project management often comes down to developing detailed plans, controlling risk, and ensuring enough resources have been provided for the relevant stakeholders to achieve it. In manufacturing, risk assessment is done through virtual builds, supporting or leading DFMEA or PFMEA activities, and supporting with the creation of control plans and risk assessments for a production line or product. As manufacturing consultants, this is mirrored, but regarding a whole project, business, or even an industry. Fundamental skills are essential when there’s less structured assessments of risk, and it’s usually one of the first things that you’ll undertake when starting any new project. Good manufacturing engineers are confident communicators, can handle timelines and deliverables effectively, and can accurately work through operational and capital costs to keep track of budgets. For instance, it may be necessary to value work-in-progress at different stages of value add, to ensure warehouse stock isn’t obsolete, or to inventory the tooling or machinery required for an end-to-end manufacturing process and highlight where capacity constraints or a single machine failure would lead to a loss of production.

  Strategic Support and Leadership Augmentation

  The final sector to discuss is what many people think of as more traditional manufacturing consultants and it’s is more directly related to my previous experience managing and leading teams, both in business and in the military. We are often brought in to support or augment the existing leadership team of a business to help identify and/or implement business strategy. These can be short-term in the form of leading strategic workshops, medium-term by helping to develop and monitor plans, supporting the leadership team, or longer-term by stepping into interim roles or long-term coaching and support of the executive team.

  A Unique Insight

  Although there is a less tangible link for a manufacturing engineer between this element and the others, there are however a range of interim roles that manufacturing engineers are suitable for, spanning anything from engineering, operations, plant quality, or logistics. By analysing where the business is, where it wants to be, how to get there, assessing the risks, and creating a risk mitigation/control plan, objectives can be set and measured against. It can also be helpful for the senior leadership to have the support of someone independent with the ability to dissect operations and manufacturing issues and provide confidence by validating progress and confirming figures are correct.

  The Next Steps

  In summary, obviously, these skills don’t translate to create a one-size-fits-all consultant; there’s no overlap with selling or marketing. However, it shows the key skills that manufacturing engineers can provide to support operations and leadership teams for a manufacturing business. They can repurpose skills they’ve developed and deploy them elsewhere in the business, using their unique insight into process optimisation to drive improvements across an organisation.

  Personally, since I took on the role of consultant, I’ve experienced a wide array of different manufacturing methods to practise my skills and continued to hone my leadership skills, influence and authority. I’ve also worked closely with and experienced greater exposure to the overarching role that finance plays in businesses and have started formal training with CIMA to qualify as a management accountant.

  To get in touch with IMIG contact us HERE

• Business Turnaround and Transformation – Beyond the Numbers

  At IMIG, Business Turnaround and Transformation isn’t just a service – it’s a lifeline that goes far beyond number crunching. In this article, we dive into the importance of uncovering the underlying issues that often go unnoticed within a company, and how addressing these is crucial to transforming a business from the ground up.

  Uncovering the Root Causes

  As a business owner or investor, the first signs of trouble usually appear in the financial numbers. While restructuring efforts often focus on these financial levers, the real root causes of distress typically lie deeper within the operational aspects of the business. These are the areas that senior management may be blind to, and this is where IMIG steps in. We look past the numbers to uncover the true operational issues driving those red figures. Our role is to give clients a clear plan, partnering with the financial team or the Chief Restructuring Officer (CRO), to restore the business, deliver value back to the investor and ensure continuity of supply to the customer base.

  Real-World Examples: Digging Deeper Than Financial Figures

  Take, for example, a recent project with a client where material costs were through the roof. Most financial experts would quickly point out that excessive scrap was the issue and would recommend controlling it. But what’s really causing that scrap? It wasn’t until we dug deeper that we discovered the problem was the use of improper cutting tools. The regular knives used to open boxes, which ensured products remained undamaged, had run out. Staff were using replacement blades that were damaging the carbon fibre products inside the boxes. This £1 blade was causing the company to scrap hundreds of thousands of pounds worth of products – a detail that would never have been uncovered in the boardroom or by looking at financial numbers alone.

  Another example involved a client with a super expensive product being scrapped, and they spent months trying to identify the cause, carefully assessing each phase. After extensive investigation, we found that a broken floor was the culprit. The product was being damaged as forklifts transported it over the damaged area between production phases. Such operational issues, though seemingly minor, can have massive financial impacts that are not immediately visible through financial analysis alone.

  The Risk of Single-Source Suppliers for OEMs

  We often see OEMs with a single-source supplier showing interest in our business turnaround solutions. This scenario is incredibly risky, and one we see often. If something happens to that key supplier, the entire OEM’s business is at risk, and without a backup plan, the consequences can be dire. The financial impact of such disruptions is far greater than the cost of the parts themselves, highlighting the need for comprehensive operational risk assessments.

  The Critical Role of Operational Insight for Investors and Financial Institutions

  Investors and financial institutions, too, have significant exposure. When they invest in a company, they often rely on financial data. Their due diligence processes might miss crucial operational details. For instance, a walk around on the shop floor assessing that the stock levels match those on the balance sheet could lead to error because the stock is actually outdated, often the part number is correct, but the engineering level is different. Often by the time this is realised, it is too late, and they have invested but the stock on the balance sheet worth hundreds of thousands of pounds are effectively worthless in the real world. This is where our operational insights can make a difference, preventing costly oversights, as we would have spotted this.

  Providing Extra Support for Executing Recovery Plans

  Sometimes, our role in a business turnaround is not about rescuing a failing company but about validating the owner’s plan and providing the extra horsepower needed to execute it. When a business is under stress, the owner often has a good plan for recovery, but the team is too embroiled in day-to-day operations to focus on execution. By bringing in a small, focused team from IMIG of just 3 to 4 people for a few months, we provide the support necessary to get the plan off the ground without the long-term costs associated with hiring permanent staff. This approach is particularly effective for family-owned businesses, where personal attachment and legacy play significant roles. Our goal is to implement a critical plan that respects the owner’s passion for their business, but ensures it is not delivered in a critical way.

  The Value of Early Engagement with Consultants

  The CRO link is especially important to us. In the financial industry, consulting is a norm, with many accountants moving into consulting roles as they progress in their careers. However, in the manufacturing and operational sectors, consulting is often perceived as a last resort, which can lead companies to delay seeking help until the situation becomes dire, as internal efforts to address the challenges may not have yielded the desired results. Engaging consultants like IMIG early on can help address problems before they escalate, providing a much faster and more effective turnaround. It is most definitely not a failure. We pride ourselves in partnering with our clients, maintaining jobs and growing existing strengths. By intervening early, we help companies not just survive but thrive.

  FAQs on Business Turnaround and Transformation

  1. What is business turnaround, and how does it differ from restructuring? Business turnaround involves identifying and addressing the root causes of a company’s financial and/or operational distress, often focusing on operational inefficiencies. Restructuring typically focuses on financial levers, such as debt reorganisation.
  2. What is turnaround consulting?
     Turnaround consulting helps struggling businesses regain stability and profitability by identifying root causes of distress, creating strategic recovery plans, and guiding their implementation. The goal is to prevent insolvency, protect jobs, and restore value to stakeholders.
  3. What does a business turnaround consultant do?
     A business turnaround consultant identifies the causes of a company’s financial or operational distress, develops a strategic recovery plan, and guides its implementation to restore stability and profitability. They focus on restructuring, cost-cutting, and operational improvements to ensure long-term viability.

  Proud to be a member of The Institute for Turnaround (IFT)

  The Institute for Turnaround (IFT) is the only body to accredit turnaround professionals globally, and for us this is our CEO, Alun Tribe. Each member is accredited to the highest standard, peer reviewed and must demonstrate significant experience in helping under performing businesses avoid unnecessary insolvencies. Bringing together independent professionals, bankers, investors and advisers that evolve together and respond to new challenges and trends. It’s a membership we’re very proud of.

  Early engagement is key. If we can assist you today, please contact us, we are often onsite within 24 hours.

• Paul Marron – Reflecting on his Two Years with IMIG Consultants

  When asked what the past two years have been like working for IMIG Consultants, without hesitation Paul says, “Absolutely fantastic, I’ve loved it!”

  But what initially drew him to the company? “It was basically Alun, I’d worked with him before. Alun recruited me into my first role in automotive back at SMR in 2015, but we only had a year working together there. Then Alun moved on, and in time, it was the catalyst for me to move as well, as the dynamic of the team changed with his departure. He is genuinely a nice guy, hardworking, he cares about his team and he is very driven.”

  The work ethic is different at IMIG. If you have read our staff profiles that we have shared here on LinkedIn, you will hear loud and clear that IMIG operates with no hierarchy. Everyone respects everyone, regardless of position, and this is Paul’s experience too. “I have a healthy respect for Alun’s role and position, but it doesn’t mean I can’t say things like I would if I was talking to a mate. I tell him; we are very transparent, which leads to complete trust in one another.”

  “Everybody together, that culture goes through all of us,” says Paul when asked about the culture of IMIG. “It’s one of the key values Alun looks for when recruiting people.” And when asked how he came to join IMIG, Paul said he reached out to Alun—not to ask him directly for work, but to see if he had any connections that were looking to recruit. Paul got a message back from Alun on a Saturday night. He was at a wedding in France but said, “Don’t talk to anyone else. IMIG are hiring, I’ll chat with you tomorrow!” Following that phone call, Paul started with IMIG the next Monday and got stuck into a client project the same week.

  Paul has worked on many notable projects. “It is difficult to choose one, but if I had to, it would be a client I worked with in Virginia Beach. When I arrived there, they were under assessment and deciding if the plant should remain open. The welcome was frosty. The management just assumed we were consultants in suits, going to shut them down, and they would lose their jobs. It took a few days to slowly convince them that we were there to help them turn around and improve their performance. It was so sweet to see the change in them when the penny dropped that that was the case. We’re not traditional consultants. They realised that I was personally invested in the turnaround with them, continuously trying my very best to guide them to success, celebrating their achievements and giving constructive feedback on areas that might have gone exactly to plan. That project was a success. The plant went from almost being closed, to hitting all our KPIs, and the parent company provided further investment to help them grow.”

  Looking ahead, Paul is enthusiastic about the company’s future under Alun’s leadership. “Alun’s vision and drive have always been clear, and now with him at the helm, I’m excited to see how we continue to grow. The culture he’s built, combined with the ambitious plans he has for the business, makes this a great place to be. I’m looking forward to being a part of that journey.”

  We’re always looking for top talent. If you like what we do, drop us a line for a chat, contact us here.

  You can connect with Paul via his LinkedIn.

• Introducing IMIG Programme Management Services

  In this introduction to IMIG’s programme and project management services, discover how our services could benefit execution and delivery in your business.

  Programme and Project Management

  Providing Project Management resources and Programme leadership to drive project execution.

  Our Programme and Project Management consultants specialise in providing guidance and expertise in managing and overseeing complex programmes within clients’ organisations.

  We work within our clients’ existing teams and processes, utilising our skills and experience to bring structure and control to their delivery.

  Project Assessments

  Assessing project and programme health to identify areas for improvement and recommended proactive actions.

  Our Project Assessments give you a complete, independent picture of how a project is performing in accordance with meeting its objectives and adherence to delivery methodologies.

  Following a well-defined assessment process, we identify proactive actions to improve the current status and future path of the project and improve the probability for successful delivery.

  Programme Roadmap Development

  Defining a roadmap to turn your business strategy into an achievable delivery plan.

  Our Programme Roadmap Development breaks down the achievement of your business strategy into manageable chunks with the structure to ensure a focus on delivering the required benefits.

  Working with clients’ business strategy we build a structured programme approach, creating projects to produce the required outputs, facilitating short and longer term resourcing planning.

  Project Recovery

  Assessing issues and root causes, implementing solutions to guide troubled projects back on track for successful delivery.

  Our Project Recovery is ready for when projects are experiencing significant delivery challenges, such as missed deadlines, budget overruns, scope creep, communication breakdown & benefit erosion.

  Following a well-defined recovery process, our consultants develop an appropriate course of actions to quickly restore project control and preserve project value and stakeholder support.

  Author Ed Shrimpton, Senior Consultant.

  Key Services provided by Ed:

  • Programme Management
  • Business Turnaround and Transformation
  • Interim Leadership

  For further information on these services and how we can add value to your organisation please get in touch via [email protected] or +44 7450 218 746

• Embracing Interim Leadership in the Global Manufacturing Sector

  Many businesses often find themselves at a crossroads, facing unprecedented challenges that threaten their existence and require immediate attention. When internal efforts fall short, it becomes imperative to seek external expertise, and quickly. This is where interim leadership steps in, offering a lifeline to companies in distress.

  In this blog we explore the unique aspects of interim leadership and why it is a strategic choice for manufacturing companies worldwide.

  Recognising the Need for Change

  Manufacturing companies experiencing distress must firstly acknowledge their problem at the most senior level. Whilst this may seem simple, it is by far the biggest challenge. Ego’s aside, everyone must accept that their current strategies are falling short and that they need to be open to embracing change.

  This openness is a critical component for successful transformation. Without the full commitment of everyone in the organisation, from the shop floor to senior management, any attempt at change is far harder and will take longer, a luxury these organisations do not have. Typically, these companies have exhausted various internal solutions and have come to the realisation that they need an external perspective to get the desired results – quickly.

  Our Role as Interim Leaders 

  Interim leaders bring a fresh, unbiased perspective, untainted by internal politics or agendas. We are professionals with extensive external knowledge and experience working with senior level executives in the manufacturing sector. Unlike turnaround specialists who operate from the sidelines, we step into C-level executive roles, gaining comprehensive access to the entire organisation. This deep integration allows us to make informed decisions and implement changes swiftly and effectively. 

  One of our key strengths is our ability to view the bigger picture. We encourage company leaders to put aside their egos and prioritise what is best for the company. This sometimes involves making difficult sensitive decisions that internal managers might avoid. Our motivation is purely centred on the outcome our clients have asked for. Unlike internal managers, we are not driven by personal gain but by the results we deliver.  

  Openness, Transparency, and Trust 

  The cornerstone of successful interim leadership is having a culture of openness, transparency, and a willingness to change. We work hard to build trust within the organisation, which is essential for driving meaningful change. Our objective viewpoint allows us to critically assess existing processes and challenge the status quo, “we’ve always done it that way,” are critically examined to identify inefficiencies and areas for improvement. 

  Decisions with Courage 

  Interim leaders have the bravery and courage to make tough decisions. Often, these decisions involve significant changes that may be met with resistance. However, our external perspective and experience equip us to handle these challenges effectively. This decisiveness is crucial for companies in distress, where hesitation can lead to further decline. 

  Collaborative Approach  

  Manufacturing companies depend heavily on their supply chains. Frequently, we work with a client’s suppliers who may be experiencing difficulties. By stabilising the supply chain, we help ensure the continued operation of all the businesses involved. 

  Investing in Expertise 

  A common concern among companies considering interim leadership is the cost, especially when a business is already in financial difficulty. However, the return on investment is significant. We are experts in our field, chosen by many for our ability to deliver results quickly. Our expertise can turn around a company’s future success. Embracing interim leadership is a bold step, but it can lead to remarkable turnarounds and long term success. As consultants in the manufacturing sector, we pride ourselves on being the catalyst for transformation, guiding your company through its most challenging times and to emerge stronger. 

  Transitioning to Permanent Leadership  

  A crucial aspect of interim leadership involves identifying, coaching and mentoring the right candidate to permanently fill the position once the interim leader has gone. This process helps eliminate the need for ongoing external interim support and cost, making it an integral part of the overall interim leadership solution.