Steve Page, MBA, DMS, BSc.(Hons), C.Eng, MIEE, MRAeS
Managing Director
Steve provides strategic direction for the company and is a leading consultant who is actively involved in business improvement consultations, supporting a wide range of regional and blue chip organisations. Steve is accredited to deliver consultancy services for the BERR Manufacturing Advisory Service (MAS) and is an approved provider of consultancy services who is registered on the Business Link Yorkshire ‘supplier register' and the East Riding of Yorkshire consultants standing list.
Steve gained much of his experience from his time working in the aerospace industry, serving an engineering apprenticeship with British Aerospace (BAe) before graduating with an engineering degree in 1983. He gained a place on the BAe Advanced
Management Development programme which enabled him to work his way up through the ranks of British Aerospace to become Chief Engineer - Training Systems and Simulators in 1992, progressing on to become Project Manager - Future Projects from 1993 to 1996 and then accepting international responsibilities as Business Manager Anglo-Swedish Development Programmes in the Joint Venture business with Saab Aerospace. Thereafter Steve joined the Swift Group as a Business Improvement Consultant from 2000 to 2003 before setting up PAGE Consulting Limited. He graduated with distinction in 2005 with a Masters degree in Business Administration (MBA) from the University of Hull and has continued to develop his professional career with a variety of higher education qualifications including a post graduate certificate in education (PGCE) in 2007.
Key Activities and Interventions
Steve Page is specialised in performing business reviews and interventions which are aimed at assisting organisations to identify and implement opportunities for improvement. These are conducted in ways which can significantly improve business
profitability and also enhance competitive advantage and prospects for growth.
This process uses a toolbox of ‘Lean Thinking' principles which adopt Lean Manufacturing and Six Sigma methods and techniques within a carefully constructed change management framework.
The framework involves the generation of value stream maps populated with key operational performance data which enables a series of specific lean improvement projects to be implemented. Techniques (such as workplace organisation (5S), visual management systems, Poka Yoke, Lead Time analysis, Set-up Reduction (SMED), product flow, WIP, SPC, TPM and many more) are aimed at removing waste and losses in ways which create sustainable changes in process, systems, skills and organisational culture.
Developments in performance monitoring and reporting systems enable a broader range of statistical measurement and analysis to occur making use of ‘tried and tested' six sigma tools.
