Andy Allan Email & Phone Number

Ulverston, Gb

Ulverston, England, United Kingdom

As LCS Manager, I oversee both the UK Field Engineer team, and the Global Support team. Together, whilst utilising my people-first leadership approach, we aim to continue to provide a world-class service to our customers

Barrow-In-Furness, England, United Kingdom

As Operations Manager I held responsibility for ensuring the safe and effective running of one of Ørsted’s flagship Windfarms. As the wind sector is a relatively new industry, I effectively utilised the knowledge and experience gained from previous roles to set new expectations for my team, using strategy and values as a means to achieve the company vision

Ulverston, Cumbria, United Kingdom

In this role I had oversight of all Early Talent across two of GSK's site. Using my in-depth technical knowledge of various systems, I was able to create a structure that not only supports apprentices and graduates on a personal level, but that gives a wide range of developmental opportunities.

Ulverston, England, United Kingdom

Leading the unique GSK / NHS partnership to set up and run an MVC as part of the COVID response in the Northwest. Running parallel to my role in Early Talent

Ulverston

As QC Laboratory Manager I dealt with complicated day-to-day challenges and the management of (and support to) 20 direct and indirect reports. In this role I closely managed testing activities to support batch release lead times, ensuring safety, quality and data integrity were at the forefront of all lab activities. This meant guaranteeing that documentation was attributable, legible, contemporaneous, and accurate in order to support all critical lab processes to the high expectations set by GSK.

Ulverston, Cumbria, United Kingdom

I was asked to lead the QC Laboratory team through improvements around various issues that were holding up testing and batch release. This involved a significant amount of coaching whilst also taking a hands-on approach to drive and sustain Lean principles within the department. As a result, there was a notable culture change from a reactive management of issues, to a pro-active and structured approach, enabling the team to achieve the business targets though target condition thinking, and visualised by meaningful lead and lag KPI’s.

Ulverston

As a Continuous Improvement Specialist I was responsible for coaching the Senior Leadership Team to a high level of Lean understanding and capability. This involves establishing current state and using Target Condition thinking to make incremental step changes to achieve the business targets.The more hands-on aspects of my role include, but were are exclusive to, the following:• Facilitating / leading Kaizen events, 6 step RCA’s, and Lean training sessions• Developing meaningful lead and lag metrics to enable teams to visualise their performance against target, and ensure there is an efficient way of collecting this data• Implementing 5S and Standard Work to reduce variation in critical processes

Barrow-In-Furness

As the stand alone Operational Excellence Specialist I made numerous sustainable improvements in some of the major operations in the day to day running of the terminals. I thrive in the challenge of driving efficiency improvements and implementing change for the better. My role included, but was not exclusive to, the following:• Managing the implementation of a “short interval control” scheduling tool to aid the reporting of maintenance activities on a daily, weekly and monthly basis, specifically reporting on; safety critical backlog, scheduled adherence, wrench time, resource utilisation, delays in work activities and reviewing plant reliability• Having an in-depth knowledge of SAP, which allowed me to develop, implement and sustain a planning and scheduling structure for both the onshore and offshore maintenance teams• Developing and implementing an improved defect notification system and priority risk matrix to ensure clear and concise reporting and prioritisation of plant defects• Developing and facilitating Cycle-Time Compression exercises (a variation of SMED) to optimise plant availability, ensuring downtime of equipment is kept to a minimum• Creating a structured day to ensure permit waiting time is reduced to allow for increased productivity, which included leading 5 Why’s, Ishikawa and process mapping workshops• Measuring and analysing baseline data which includes; carrying out “DILO’s” (day in the life of) to measure Wrench Time, using Microsoft Excel to gather and analyse data, creating value stream maps, and populating various standardised models for visual management purposes• Developing projects and carrying them through to completion ensuring improvements were deeply implemented and therefore sustainable, with significant cost savings

Barrow-In-Furness

Initially employed by Centrica as an Electrical Maintenance Technician, I completed a 4 year Advanced Apprenticeship in September 2009. Once passed out, my role included; carrying out routine and reactive maintenance, fault finding, building up risk assessment and permitry requirements as a performing authority, carrying out electrical isolations for other trades, using SAP on a daily basis for close-out of work orders, and gathering spares for work preparation.During this time I also had temporary roles within the Offshore Intervention team where I would carry out the above tasks on offshore platforms, as well as spending two months within the Operations Shift team where I gained a valuable understanding of plant processes.

Level 5 Cipd In L&D, Learning And Development

Business Management (Project Management) Degree, Business And Project Management

Electrical Engineering Degree

Education record