Alan Adams Email and Phone Number

• Management of 14 production staff including 2 team leaders, Purchasing, Quality and Health and Safety for manufacturer of GRP Cabinets for life saving equipment in extreme environments• Full responsibility for orderbook management• Restructure of Operations into production and service teams• Introduced Lean Manufacturing into RTM cabinet production, reducing WIP, making production line autonomous and effective and consistent.• Introduced Kanban Ordering system with major supplier, to reduce risk of stock shortages.• Redesigned skills matrix and production PayScale structure.• Worked with MD on introducing key productivity metrics to analyse effectiveness of labour utilisation and underperforming products.• Project management of replacement ERP system

• Management of 33 production staff including 3 supervisors and 2 team leaders, Production Control, Purchasing, Quality and Health and Safety for manufacturer of paediatric seating and standing equipment for the disabled• Shared responsibility for management of site with Commercial Manager and D&D Manager• Full responsibility for orderbook management• Restructure of Operations Management• Developed KPI’s for manufacturing output and on-time delivery and orderbook reporting• Improvements to existing Kanban and Supply Chain continuity• Record Sales in 1st Financial year end

• Management of 15 production staff for a Wide Band Saw & Small Tooling servicing company, along with 4 logistics staff and management of 4 delivery vehicles• Responsibility for complete process from order through to delivery• Implementation of H&S management system• Implemented Preventative Maintenance Program to improve machine reliability & product quality• Implemented 6 sigma project to improve quality & Lean project to improve efficiency• Improvements to stock management and revenue growth of 15%• Introduction of Delivery & Quality KPI’s

Responsible for the production department of a precision engineering, sub-contract machining company. Trig Engineering specialises in machining of engineering plastics, producing components for the Aerospace, Mining, Sub-sea, Semi-Conductor, Medical and Automotive Industries.Areas within department included CNC and manual machining, General assembly, Product finishing, Production Control, Toolroom and Stores. The total number of personnel in the department was 65 with 5 departmental and shift supervisors.Key Achievements: Worked with the management team to achieve 33% growth in turnover in 3 years. Implemented apprentice training program, including change of training providers. Implementation of MRP and MPS systems, to improve production planning processes. Co-Project managed implementation of new ERP system, for the entire business.

Responsible for day-to-day running of production, reporting to the company Directors. Production areas include CNC and manual machining, General assembly, Product finishing and Production Control. The total number of personnel in the department was 12 direct which was increased to 17 after securing major supply contract to a local furniture manufacturer; Also responsible for Health and Safety for the company as a whole, machine and plant maintenance, dealing with suppliers and customers and Scheduling of Production ensuring deadlines are met accordingly. Also carried out estimating /quotation work, produced CAD drawings and the writing of CNC programs.Key Achievements: Implementation of stock control and allocation procedures, in order to improve availability of materials for production. Implemented in-house training programme for machinists and trainees.

Responsible for day-to-day running of production, reporting to the Works Manager. Production areas include Welding, General assembly, Panel making department, Electrical Workshop and Production Control. The total number of personnel in the department is 12 direct which was reduced from 25 during move of factory to Bridgwater from Lopen; this was achieved by outsourcing to specialist manufacturers. Also responsible for Budget Control, Health and Safety for the company as a whole, dealing with suppliers and Scheduling of Production ensuring deadlines are met accordingly. Key Achievements: Implementation of production control system for scheduling and forecasting demands against capacity with graphical representation using Microsoft excel. Streamlining production of trolleys reducing WIP, lead-time by 33% and labour requirement by 13%. Achieved record turnover for the business, during 2000. Improvements made to complete sub-assemblies in-house, in order to reduce installation time on site.

Responsible for day-to-day management of machine shop, reporting to the Operations Director. This includes a CNC and manual Milling section, Turning and grinding section, Tool room and Metal Finishing section (deburring, plating and painting). The total number of personnel in the department is 40, which includes Jig and Tool drawing office, CNC programming function, tool stores, maintenance and quality control. Responsible for proposal and justification of departmental capital investment, budget control, product quality, delivery performance, forecasting sales targets and ensuring production demands are met using MRP production control system.Key Achievements: Improved Labour Utilisation in CNC machining area by consultation with union representatives. Reduced machining times of complex precision castings by 25%, by introducing more innovative cutting tools to the company. Reduced the machining time of high volume, regular, repetitive components by sourcing capital equipment. Machining time was reduced by 75%, for an investment of £185k with a pay back period of 2.4 years.

Responsible for team of Engineers which consisted of Production Engineers, Process Engineer, Tool stores and Maintenance totalling 18 employees. Reporting to the Manufacturing Manager. Dealing with issues to make the team more effective and efficient and improve the team’s customer focus. Key Achievements: Co-ordinated a reorganisation of the manufacturing unit into production cells, using Japanese manufacturing methodology. Implementation of consignment stocking of cutting tools in the tool stores working closely with the purchasing department. Justified capital expenditure on new CAD/CAM system to increase throughput of work through production engineering. Overseeing of implementation of preventative maintenance program for business.

To produce computerised manufacturing route cards and manufacturing drawings on CAD. Designing and ordering tooling necessary to manufacture components and streamlining the manufacturing process in order to reduce scrap, increase efficiency and save money. Maintaining and refurbishing, where necessary, specialist tooling for specialized machining processes, within the business. Mostly press tool related.Key Achievements: Re-engineered manufacturing route for production of particular type of bearing to overcome extremely high reject rates. Project managed production of problem part to achieve urgent customer deadlines. Product standard lead-time 4 weeks, achieved despatch in 11 days.