Alan Mitchell Email & Phone Number

Scotland, United Kingdom

United Kingdom

Key responsibilities are:- the acquisition, management and development of consulting resources for the region - the deployment strategy for the implementation of the TRACC manufacturing solution - assistance in the selling process and the deployment of consulting resources for projects at all stages

Moodiesburn, Scotland, United Kingdom

Chicago, Illinois, United States

• To establish and deliver a clear technical strategy for Supply Chain encompassing H&S, Environment, Quality, Continuous Improvement, the management systems the capex programme• Integrate approaches and targets in Safety, Quality, Environment. Capital Engineering and Lean with Suntory parent company• Special Project to manage Casa Sauza tequila through the agave crisis.Notable Achievements:• Led strategy for managing agave through the tequila crisis and led to distillery efficiency gains of 17% • Employee engaged safety to drive TRI rate reduction by 50% over 2 years 1.2 to 0.6.• Strategy deployment leading to 66% reduction in significant quality incidents• Global a 10 year CO2 and Water reduction program for global manufacturing network• Engineering Project Work Process to improve CAPEX Engineering execution leading to more accurate cash flow management, project approval and defined success criteria

Frankfort, Kentucky, Usa

As the world’s third largest premium spirits company, Beam Suntory is Crafting the Spirits Brands that Stir the World, relocated to Frankfort site in Kentucky to manage daily operations and strategic transformation of their Beams Suntory Bottling Centre of Excellence, with a $41m OPEX, 1400 FG SKUs and 300+ employees.  Drove a major manufacturing transformation programme that realised a 20% increase in throughput whilst reducing manpower by 10%, negotiated $10m capital investment and achieved $8m net savings. Leveraged expertise from Suntory’s Japanese parent company and vertically integrated plastic bottle blowing in US, which generated an impressive $5m saving p.a. and improved quality for $6m investment. Led the development and implementation of fixed schedule, economic batch quantities, cyclic production and safety stocks to deliver 94% OTIF, whilst simultaneously reducing stock.  Demonstrated ability to operate within unionised environments and handled the ‘sensitive’ negotiations with union officials regarding the terms of major resource reduction programme

Louisville, Kentucky Area

Personally accountable for the strategic development and rollout of Lean developments across 21 global manufacturing locations, with a view to deliver substantial cost reductions/savings, this involved the building of relationships with site leaders and the embedding of best practices.  Succeeded in developing Lean and disseminated into the wider supply chain organisation, in addition to leading the manufacturing organisational design that reduced salaries in one plant by $2m.  Completed a strategic review of 21 global manufacturing facilities in 7 countries and implemented a Lean Transformation Programme that has yielded over $30M in just over 2 years.

Glasgow, United Kingdom

Entrusted to lead the development of the UK and European operations, championed the development of an advanced technical strategy that spanned Health & Safety, Environment & Quality Management, Continuous Improvement and Corporate Social Responsibility.  Spearheaded the launch of Continuous Improvement and Global Operating Standards programmes that yielded a $3m p.a. cost reduction, decreased lead times and reduced accidents by 25%.  Delivered an increased CAPEX ROI by embedding strong technical leadership, sharing best practices and the building of new alliances that led to a marked improvement in operational performance

Adelaide, Australia

Appointed to drive forward a large-scale organisational change within Rowland Flat, located in Adelaide in Australia and advocated the use of lean manufacturing to yield efficiency savings, whilst subsequently developing mutually beneficial supplier partnerships. Personally directed a successful organisational change to an AU$40m OPEX 16 million case p.a. winery, packaging and distribution plant in Australia, who operated on a 24/5 basis. Succeeded in developing supplier partnerships and maintenance/manufacturing techniques within this impressive operation, which realised 5% uplift in OEE and a 10% reduction in downtime.

Adelaide, Australia

Took ownership for the development and implementation of the overall strategic direction for the pacific operations, covering quality management, food safety, technical compliance, occupational health safety and welfare (OHS&W), and environmental management.  Safeguarded compliance with global markets & local legislations, and led a team of specialists to deliver a technical strategy that improved overall performance across all operational areas.  Generated Key Performance Indicators to measure quality safety and environment, and introduced structured risk analyses (FMEA) and Hazard Analysis and Critical Control Point (HACCP).

Paisley, United Kingdom

Integrated the quality requirements and functions of Chivas Brothers and Allied Distillers Ltd. (27 site business producing 70MLAA per annum and some 300M bottles of spirit.) Leading to• 25 % reduction in the size of the team (40 to 30)• One ISO 9000 Quality Management System Created• Restructured Laboratory support creating 3 focused laboratories supporting malt distilling, Grain Distilling and Bottling Operations• Introduced formal quality improvement process into the new Business using FMEA techniques• Started to shape the business approach to Continuous Improvement against a background of resistance• Influencing the parent company approach to CI. Key speaker at seminar.• Developed Group Quality Standards for Pernod Ricard ( parent company)

Dumbarton Scotland

Directed and coordinated improvement activities and strategies of 14 separate production facilities throughout Scotland.• Introduced full traceability through the production processes, resulting in reduction in Waste and Rework of 50% and reduction in Quality Defects of 50%. Waste saving alone, in monetary terms, was almost £3M.• Led discussions and implemented policy decisions on Genetically Modified Material.• Procured funding for industry research which promulgated application to the EU for derogation of the requirement for allergen labeling on distilled beverages.• Improved Hazard Analyses Critical Control Points (HACCP) studies by combining with Failure Mode Effect Analyses (FMEA) and 5S Visual Management to production groups.• Applied 5S Visual Management to office environments.• Implemented an Integrated Management System, and sponsored fact-based data-driven problem solving using six sigma techniques.• Reduced Consumer complaints by 50% in one year• Developed international relationships with Japanese and Korean customers to agree and achieve cross-cultural Quality standards.• Developed and implemented automated on-line camera systems to give process control in addition to the traditional inspect/reject facilities.• Introduced comprehensive Supplier Quality Management, creating Quality plans at suppliers to address Allied's quality needs, and co-developing action plans with those suppliers to improve theirs.• Implemented Autonomous Maintenance in a heavily unionised environment.• Built Quality requirements into the design of new deluxe aged whisky bottling line.

Glasgow, United Kingdom

Controlled annual budget of £14M for Allied Domecq's biggest European distillery at Strathclyde, producing 35 million litres of alcohol annually.• Achieved record production of over 1 million litres, against a nominal capacity of 750 thousand.• Reshaped grain distilling strategy, facilitating site restructuring which resulted in capital expenditure avoidance of £12M.• Created record production efficiencies which have not been surpassed since, despite investment of £7M to increase capacity. These efficiencies delivered a 15% increase in throughput with no additional capital expenditure.• Introduced formal learning, training and assessment methodologies for operators leading to National Vocational Qualifications (NVQ's).• Designed specific modules for the distilling industry (DIVQ's). This was instrumental in achieving record performances.• Utilised people management and technical skills to drive through changes in shift patterns and improve productivity to support additional volume.

Bachelor Of Science (Bsc), Chemistry, Honours

Education record