Robert Wager

General Manager accomplished in streamlining production processes, project planning, training and development.

I have 23 years of experience in manufacturing in a fast-moving factory environment and two years as General manager of one of the country's leading glass suppliers.

My career in manufacturing started at CET when I was 18. My hard work, dedication and desire to better myself saw me get my first promotion in my second year of employment. By year 5 of my job, because of my hard work and determination, I earned the shift manager position, responsible for circa 60 employees. My daily responsibilities were to drive production to ensure all deadlines and KPIs were achieved (Quality, Waste,Performance).

As my career progressed, I passed the IOSH managing safety and risk assessment qualification to ensure that I maintained a safe working environment at all times.

Whilst at CET, I undertook many challenges, including implementing 5s, setting up standard operating procedures (SOP) and training employees. I also held training sessions for employees on how to manufacture our most complex and intricate products.

I then was offered the position of General manager at Village Glass,

I was responsible for 135 employees, running a 24-hour operation on a three-shift system; I regularly communicated with all shift supervisors to ensure production ran efficiently across all shifts. In addition, my job was to plan and direct the manufacture of over 12 thousand units per week to ensure all sealed units were made and delivered on time and customer requirements and quality standards were achieved.

Working very closely with the maintenance team was essential in the factory's day-to-day running planning in TPM around production to ensure all machinery was maintained at the highest level.

I was responsible for all the capacity and production planning as well as setting up and monitoring the KPI's. I successfully implemented a cost-saving strategy for all the daily consumables. I did root cause analysis on internal waste and implemented different methods to reduce the waste by nearly 2%.

In my last year at village glass, I built up a strong working relationship with one of the leading home improvement companies in the UK. I kept in constant contact with them to tailor our supply to their needs.

After village glass, I took up a new challenge and proved that all the skills I had learnt over the years were transferable in a different working environment. I started working for Emplas at a very challenging time. Not only was the business overgrowing, but they were also undergoing a complete profile suite change. I was going into the business blind as I had no previous experience or knowledge in manufacturing PVC windows and doors. My role at Emplas was assistant production manager due to my inexperience with the business and product. In my first year, I hit all my targets set to me whilst coping with a 20% increase in volume, which led to setting up another shift that I planned and cost to be as efficient as possible.

An opportunity arose as a factory manager in a small family run business (CN GLASS). I have been here now for three years. Although it has been a tough time as it has been for everyone, we have overcome so many different challenges and obstacles in my time here, and we have always got through and come out the other side. I have played a considerable part in the companies growth; the business has grown each year I have been here. I am solely responsible for the factory's day-to-day running, the 32 staff that I have employed, and controlling and managing stock. My significant achievements at CN Glass have been successfully planning and organising large commercial jobs from ordering stock and negotiating better prices, manufacturing of all products, and delivering the product, ensuring that we exceeded all customer expectations and strict delivery requirements.