Managed the entire production engineering process, from initial design to full-scale manufacturing, ensuring the seamless introduction of complex electromechanical products.Collaborated closely with cross-functional teams to ensure project timelines, quality standards, and budgetary requirements were met.Implemented continuous improvement initiatives to enhance manufacturing processes, reduce waste, and improve overall efficiency.Ensured compliance with all relevant industry standards and regulations.Troubleshooting and resolving any production issues that arose, maintaining the highest levels of quality and precision.Took major new product from design to manufacturing working with R&D, Design, Operations and Materials functionsIntroduced Continuous Improvement culture to organisation through inclusive and supportive attitude and approach.Responsible for day-to-day Production Engineering support to a busy multi-product assembly facilitySupporting production team with process and product improvementsCompleted overhaul of Work Instruction SOP’s including standardisation of format, content, and improved user interactionIncreased productivity by 15% on key product following re-design of key components to enable more effective and efficient assembly.Oversaw re-design of key components to enable ‘Right First Time’ assembly methodologies.Reverse engineered two machines assembled at sister plants to manufacture in own facility with full work instructions and training.Lead Production Engineering team during introduction and launch of major new product to the factory to ensure product was completely industrialised.Successfully worked with design team to ensure advantages of DFMA and TQM were realised during the initial design and prototype phases of major new product.Completed full process FMEA and Control Plan prior to product introduction.Supported the development of M-BOM and associated Sub-Assembly structures within MRP system.

Developed and carried out operational strategies that were in line with the company’s business goals, spotting chances for enhancements and pushed forward with creative solutions and growthHandled daily operations across various departments, setting policies, adjusting, and making sure they followed laws and rules.Created plans to lessen losses, cut down on operational expenses, and boost the productivity of employees.Understood how to create budgets, analyse them, and plan finances to increase profits.Directed and managed important operational projects, making sure they were completed on time and successfully.Guided, coached, and developed teams to ensure they performed well and were engaged, promoting a culture of ongoing improvement and responsibility.Oversaw and managed major operational projects, making sure they were completed on schedule and to a high standard.Made sure the company followed industry standards and regulations, creating and updating policies for managing risks.Set up key performance indicators (KPIs) to keep an eye on how well operations met these goals.Worked together with other departments like Sales, HR, and Finance to ensure all parts of the company worked well together.Built and kept solid relationships with outside partners, suppliers, and regulatory agencies.Maintained the highest level of service quality, health and safety, and customer satisfaction through regular checks and audits.Coordinated teams from different areas to achieve project objectives and deliverables.Stayed informed about the latest trends and technological innovations in the industry to drive operational innovation.Introduced new technologies and systems to improve operational efficiency and effectiveness.Generated annual cost savings more than £120,000 using process improvements supported by management reports.Developed closer relations with management reports through greater engagement and unified vision of the wider team.

Implementing a new process control and improvement program on behalf of a major financial partner Developed and managed a complete QA model and framework for multi-site, multi product processing business whilst re-defining and energising the C/I and Lean culture within the organisation.Now reporting over 200,000 successfully completed controls per month with some 300 pieces of support evidence.Directly increasing customer satisfaction whilst reducing overall service errors.Using Lean, TQM and TPM methodologies to enhance process performance and designSupporting 10 processing facilities with over 1,000 staff with ongoing CI activity

Managing the day to day control and compliance of a busy processing facility with significant regulatory expectations and though put with minimal lead times.Introduced process improvements to the UK operations saving in excess of £250,000 in labour and processing costs.Oversaw 0 loss stock management and control systemsSupported junior management team and workforce of 140 staffCollated and presented comprehensive KPI data daily and weeklyHelped develop annual Hoshin business plan and budgetResponsible for several major layout changes to large processing facility

Managing the day to day activities of a unique facility set up to re-manufacture hot beverage, food and snack vending machinesIntroduced product traceability and quality assurance process working toward ISO9001 accreditationNegotiated several new contracts increasing turnover by 50% in 12 monthsLed the change from single customer, to market leading multi customer sub-contractorManaged all levels of customer interaction from quotation, negotiation, contact implementation and issue resolution.Implemented basic flow techniques and changes to assembly practices leading to a 30% increase in productivityImplemented KPI reporting covering QCD measuresInvestigated all quality concerns and ensured long term countermeasures were put in placeChaired regular customer liaison meetings discussing business development and other commercial issues with major Blue chip customersBegan developing my own prototype hot beverage vending machine, finding suppliers and working on product design, testing and specification

Senior Consultant working with SME manufacturing businesses implementing Lean methodologies and leading group training events.Hands on improvement facilitation was supported by off-site training seminars and practical workshops covering topics from Lean methodologies to Hoshin Kanri and EFQM business management.Supporting leading Lean organisations such as the Manufacturing Advisory Service and Welsh Assembly

Reduced NPD cycle from 6 months to 6 weeks on key productsEnhanced product implementation process using concurrent engineering techniquesWorked with CAD designers introducing design for manufacture conceptsLead DFMA project reducing fixings on new products by 85% compared with existing chairSupported prototype manufacture and FMEA activitiesDeveloped accurate costing models for new products and improved BOM developmentAchieved 100% right first time for new product launchesTrained production team leaders in world class manufacturing and flow line productionMentored managers and company directors on business development and strategic planning (Hoshin Kanri)Lead senior manager team building events using team exercises and presentations

Developed and presented several educational Workshop programmes-introducing the concept of business process re-engineering, Lean manufacturing, Continuous Improvement and TQMCreated and presented several multi-workshop programs-introducing total quality management concepts and the application of problem solving techniquesCompleted two year program assessing Welsh SME business against the EFQM business excellence model offering guidance on improvement through unique diagnostic toolVisited University of Wisconsin USA to study Quick Response Manufacturing (lead time reduction tool) and remains the only UK professional recognised as able to teach this techniqueFacilitated the following changes in business process performance using Lean techniques: -New factory layout reducing delays by 80% and inventory by £60,000Introduced OEE measure leading to 60% + reductions in set up times and a move to single shift working from a 3 shift cycle.Reduced manufacturing lead-time by over 40% by introducing cellular manufacturing techniques.Reduced changeover time on food processing facility saving approx. £250,000 P/A.Introduced shop floor personnel to “Brainstorming and problem solving”Successfully facilitated several 5S projectsIntroduced continuous improvement programme to leading Welsh SME and several other businesses.

• Managing £12m door assembly facility employing 120 staff • Responsible for materials and production control as well as despatch and manufacturing. • Designed and commissioned new manufacturing 50,000 sqft facility and layout • Introduced single piece flow and quality assurance• Increased throughput by 100% whilst maintaining original labour overhead• Reduced defect rate by 90%• Supported contract specification and costing with major UK homebuilders• Established enlarged supplier base delivering more innovative products to market• Managed relationship with major overseas (Canadian) supplier• Chaired regular quality and capacity reviews with senior management

• Managing £7m Automotive tube assembly facility • Lead new product introduction projects • Worked with Automotive Suppliers on new product development for new vehicles • Responsible for all cell design in new and existing business units • Successfully Supported early SMED projects• Extended periods working within production planning and control departments• Day to day customer liaison • Supporting the introduction of a continuous improvement programme using Lucas ‘Mini Guides’• Overseeing welfare and management of 70 reports• Completed nine month secondment as HR manager for entire business• Introduced evolving cutting technology that increased output of tube cutting facility by over 100%• Assisted in design and commissioning of unique semi-automatic small bore ‘bundle’ cutting saw