Andrew Ransome Pcqi Email & Phone Number

Belgium

Belgium

Farnham, England, United Kingdom

Farnham, England, United Kingdom

Farnham, England, United Kingdom

Surrey, England, United Kingdom

Woking

Providing support to critical key suppliers in Formula One, implemented measures to improve yields by 51% on pressure sensorsNew PPAP embedded with six sigma lean processes achieved design change improvements up to 99.6%; led a CAPA quality management system project, delivering within agreed budget and timeframes Authored 8D templates and organised 8D meetings to address critical issues, supporting non-conformance process reviews; refining powder coating, anodising and electroplating technologiesEffective management of aerospace stakeholder including aircraft control units into aerospace sectors, creating FMEAs, Control Plans and prompt FAIRs; signing off on all production processesPerforming audits across key supply chain including pressure sensors, PCB, SMT, machining manufacture and electroplating suppliers

Woking, Surrey, United Kingdom

Chichester, West Sussex, United Kingdom

Managing key critical suppliers of exterior painted components and injection mouldings.Achieved QZ internal audit- zero quality issues at agreed targeted benchmarks within agreed timeframes Design and authoring of Front Desk risk assessments; successfully managed | mitigated departmental risk  Acting as a hub that bridges the relationship between customer and supplier, continuously aligning operational and cultural differences [UK-German]; conducting analysis in order to prepare Escalation reports for presentation at Director | C Level of management  Successful continuous management of problem landscape with strategic creation and implementation of protocol to meet key target dates whilst de-escalating problem base Collaborate and solve complex external and internal stakeholders’ problems including those of suppliers; proactively using a DMAIC process and VPS tool-kit to streamline and conduct audits Providing analysis of all departmental processes in the light of Lean methodology; making recommendations for cost-effective streamlining and cost-cutting solutions (CIP) Key contributor during UR-T-Q-6 to MZ management transition

Leading cross-functional project teams, allocating resources; implemented Advanced Product Quality Planning [APQP] and Production Part Approval Process [PPAP] across a global supply base:■ 90% approved PPAP at commencement of F2 [cosmetic] Build■ 95% approved PPAP at Ramp Up stage■ 100% approved PPAP at Business Decision to Ship [BDS]■ Improved ODM engine yield by 45% Operating well within a £98.5K annual budget Created savings of €143081 following ‘lessons learnt’ exercise across current company programmes.Supported the development of SharePoint page to improve a document retrieval of the business management system which resulted in a productivity and efficiency saving of 62%Lead auditor whilst rating suppliers against ISO 9001 and ISO 14001; completed 18 Quality Management System audits three months ahead of schedule objectivesIdentified potential savings on utilities expenditure; created an action plan, cascaded monthly to Senior Management Team; reduced energy costs by 15% resulting in accreditation of ISO 50001Key player in gaining ISO 9001 and recertification of ISO 14001, ISO 18001 and ISO 50001 from external audit providers DNV | LRQA third party accreditationFull ownership of supplier quality, end-to-end product life-cycle of multiple projects; establishing a solid network and collaborative relationships with 15 key suppliers, attracting feedback and publishing four months ahead of deadlineFormulated the Vertu Practical Problem Solving tool [VPPS], subsequently endorsed by Management and standardised as best practice, organisation-wideTapped into Lean resources to create updated templates to improve current QMS and Manufacturing Process [MP] audits; this saved considerable personnel time availabilityWas part of the senior quality team who produced the Supplier Quality manual based on the feedback from each tier of the business, from grass roots to key decision makers

Church Crookham

Weekly 8D meeting yielded excellent results:■ 70% of concerns addressed and actioned within 48 hours | 100% within 72 hours■ 60% root causes identified with action planned within 10 days | 100% within 20 days■ Final inspection pass rate:■ P6 Maximum 5% reject rate for products BDS + 4 months■ P12 Maximum 2% reject rate for products BDS + 4 months■ Achieved 0.5% rejected material PPM based on a target of 0.9%Led a team of 10 which included Quality Engineers, Supplier Quality Engineers, Parts Quality Engineers and Final Inspectors to maintain high standards of Quality Assurance and Product Quality Appraising team members periodically, identifying potential training needs and knowledge with a view to sealing the gaps with new or refresher training programs Setting objectives designed to optimise profitability, reduce PPM, manage scrap, 5s develop learner systemCreated quality benchmarks in-house and for raw materials from entire supplier base which included carrying out audits prior to supplier selectionInterpreting customer requirements with ongoing dialogue to ensure full adherence met at all timesDeveloped APQP gateway system to expedite part approval procedureConducting investigations following incident reports; implementing benchmarks for Health and Safety standards and protocolsCo-ordinating with each strand of the business to examine current procedures, establish new standards where appropriate and set review markers to review and evaluateProducing frequent 8D reports to ensure that quality and productivity levels are maintained at peak levels Authored VPPS/Six Sigma training pack to be rolled out across supplier base with weekly tutorials to enhance problem solving skills to yellow or green belt levelsMaintaining accurate records to produce weekly and monthly reports for statistical analysis to maintain high performance levels

Church Crookham

Overseeing incoming inspection activity; validating quality prior to release to manufacture, test or reviewOversight of two teams, allocating resources and planning activity and duty schedulesReview and verification of data within Sample Inspection Reports and PPAP documentation; cascading information including progress reports to all relevant partiesConducting and supporting investigations when quality concerns arise with the goal of pinpointing the current source and eliminating future issues from arising Monitoring the rate of material expenditure, ordering new stock to ensure no interruption of source

Woking

Developed Tier 1 suppliers; reduced reject rates from 60% to 15% within 26 weeksDeveloped Tier 2 supplier with PPM 200 and reduced to 25 PPM in 6 weeksAudited 46 suppliers for nominations for multiple project programs to guarantee optimal price and qualityManaging Laboratory environmental controls, quality system requirements and system analysis requirements Was part of a team which formulated a unique APQP system which was embedded into a current McLaren system [MAPP]Oversaw a team of post graduates junior SQESConverted an supplier to Tier 1 level by helping them to expand their supply line over a period of two years

Projects included: Automotive Sports Vehicles P1, MP4, 12C, SLR, 722 and McLaren Special OperationsManaging relationship with key suppliers for interior seat with the objective of improving overall quality best practice and reducing PPM and OTIF resultsCo-ordinating quality audits for potential new suppliers; implemented a system that standardised audit process throughout entire SQA teamForging and maintaining strong, collaborative internal and external working partnership infrastructure, covering Series Development, Logistics, Engineering, Purchasing, Production and Supply

Complete audit of the interior and exterior of the Mercedes SLR finished productConducting audit wash-up and functional reviews with all key stakeholdersAuthored audit manuals, and technical specification | visual component zoning documents

Among the forerunners working on the first production line of the high-end Mercedes SLR, [retail £350K]; production line consisted of full engine and gear box build, with installation of body panels and complete car interiorKey player in streamlining production times from one car per week, to one car per day, to 3.5 cars per week over a two year period, including limited editions and bespoke productions

Race preparation of Formula Fords BDRC championship; ensuring smooth running during race

Race preparation and vehicle component design

Poole Dorset

Motorsport Engineering, Hnd

HND Motorsport Engineering

Energy Management Essentials Lvl 1 Rpec

Energy Management Essentials

Lead Auditor Intergrated Management Systems

ISO Intergrated Quality Buisness Management Systems

Lead Auditor Irce Approved

Lead Auditor IRCE

Nvq Level 1-4 Motor Vehicle Studies

GCSE's

Education record

Independent course work

Green Belt

Green Belt

Yellow Belt

Quality Audits

ID315 VDA 6.3 2023 Process Auditor qualification

Id417 Core Tools System And Process Auditors