Allison Thompson Email and Phone Number

In this role I was responsible for the delivery of Branch Back Office efficiencies across Barclay’s network. This included the following:Observation, analysis and assessment of all branch back office ‘as is’ cash management and self-service device processesDevelopment of an ‘as is’ Cash Management Operational ModelGap analysis, identifying a pipeline of potential improvement opportunities ranging from automation to ‘just do it’ solutionsUse of lean / sigma techniques to produce project charters and soft lock benefitsContributed to project viability studies and resource modelling tool from a business process perspectiveProduction of high and detailed level requirements to support technical & operational changeProduction of Operational Designs and Cash Management ‘to be’ Operational ModelsPlanning & facilitating development workshops with all levels of business usersLiaison with 3rd party suppliers, assessing devices, raising and fixing incidentsDevelopment of training material and assessment of training standards Identifying and raising operational risks focusing on colleague security and usability / functionality

Responsible for delivering small change projects using the deployment of lean capability and project life cycle to drive service improvement. This included:Implementation of a Performance Work Rate tool across Business Directs, inclusive of training, set-up, development and maintenanceProcess mapping of WebChat using IBM Blueworks Live Providing transitional business support across Channels W&G Stand-upsEnsuring Business Continuity Plans were available across Channels W&G Stand-ups

Responsible for delivering small change projects using the deployment of lean capability and project life cycle to drive service improvement. This included:Leading a Telephony Site Programme Working Group, raising and managing property risks & issues.Process mapping of a Service Centre using IBM Blueworks enabling a banking licence application. Managing property requirements and on-boarding activities for new starts.Co-ordination of site level Contingency Plan approach for Channels.Maintaining Target Operating Model role/structure baseline for Channels and managing internal change control of information.

I contracted for 2 years with RBS implementing Industry Current Account Switch Service which goes live Sept 16th. In this role I have developed the E2E Target Operating Model and the Retail Business Operating Model ensuring an enhanced Customer Journey via electronic data capture and automated processing. I have been involved in the full life cycle of the project from initial process design, system design both Retail front end design and operational system design. I have written business requirements, conducted assurance checks, written the Retail Operational Risk Assessment and ensured business readiness for delivery.

I was responsible for the strategic deployment of Continuous Improvement within Customer Services with a focus on enhancing customer experience whilst achieving Operational Excellence and delivering a combined 2011 benefit of £1.5M. Responsibilities included:•Protection 4 Life - Medical Fee reduction programme delivering savings of 220k with four workstreams and an annualized benefit of £660K•Development and deployment of a Continuous Improvement Strategy across CS.•Creation of an Operational Excellence framework to baseline CS performance. •Baselining CS Operational Excellence performance and implementation of action plan. •Leading and managing a Continuous Improvement team of 8 Lean/Sigma analysts supporting circa 1600 Customer Services staff.•Delivering an embedded framework for building CI capability within CS, circa 1% of staff trained and 0.5% accredited to undertake their own project.•Production of a pipeline of opportunities for potential BB/GB and just-do-it activities which will enhance a 5 year delivery strategic portfolio for achieving Operational Excellence.•Mentoring Lean Basics and Green Belt Sigma projects using DMAIC framework.•Lloyds Lean Basics project accreditor. Achievements: ROI for the team over 3 years was 4:1 delivering a combined savings of £4M.Lloyds Making a Difference Awards: Gold award 2009Nominated for IQPC Process Excellence 2010 awards under the category “Best Process Improvement Project under 90 day”

I was employed with Bayer HealthCare in its Diagnostics Professional Testing Systems Division. The site manufactured “Near Patient Testing” Products including Urine analysis and Blood Gas Analysers. Within the organisation I was part of the Sudbury leadership team which included senior management and technical expertise engineers.I led a core team of engineers from disciplines including mechanical, validation, quality, production and process. I was responsible for the team’s activities and an active participator in the ongoing projects in the production of electrode sensors. I was also responsible for product supplier issues and supplier transitions. •Transition of product from one vendor to another and validation/qualification of vendors.•Setting project timescales, management objectives and organising a “teamroom” which displays and documents all team activities including meeting minutes, presentations, reports and investigations. •Continuous improvement of manufacturing capabilities & variances, using key performance indicators.•Managing product returns through analysis and determination of root cause.•Introduction of design improvements for ease of manufacture and to extend product use life and reliability.•Maintaining and improving the quality of piece parts along with supplier development.•Completed two production improvement 6-Sigma projects.•Developed, implemented and ran supplier part returns process as well as monitoring supplier performance.

Employed in the Fibre-optic Communications division when the manufacturing capacity was ramping leading to the requirement for a strong process/manufacturing systems input. •Principle member of an Oracle Repository database that automated shopfloor data capture, produced an electronic traveller and provided web-based reporting / analysis facilities.•Responsible for the introduction of MP2, a Computerised Maintenance Management System used to investigate downtime, calculate OEE as well as providing a structure for the implementation of TPM.•Set-up and implementation of a 5S policy which evaluated and implemented changes that added to the overall goal of lean manufacturing.•Introduction of product bar-coding plus development of inkjet and 2-D bar-coding.•Process engineer for equipment purchase, process training and introduction and scale-up of fibre optic splicing. Included overseeing operator and technicians as well as working with customers on specification issues.

As part of a team I implemented a class II hybrid facility then followed by becoming the Production Supervisor of the area. •Cost, Schedule and Delivery of products manufactured in the area.•Co-ordination of functional duties such as manufacturing systems and processes.•Leading a team of 10 technicians including assembly and test personnel.•Assessing and implementing operator training, tasking priorities.•Resource scheduling and monitoring operator production rates. •Designing facility layout and manufacturing flow of material.•Procuring, installing, commissioning and validating a number of equipment.•Delivering machine operation specifications and operator training documents.•Developing a fluxless soldering technique for low melting point solders.•Ensuring efficient process introduction using FMEA and waste reduction techniques. •Training assembly operators in both machine use and product build techniques.•Core member in the Design for Manufacture of the first product produced in the facility.•Liaising and communicating with planning, assembly, microwave design, buyers, suppliers and customers.•Preparing cost estimates for the manufacture of Future Satellite Products.