at present I'm running various lean improvement events and training in a number of companies including aerospace, car manufacturing, chemical production and fabrication and installing security fencing.

For the last two years I have been part of a three man team involved in a full lean transformation in two of the Bakkavor Food sites. At the first site in Burnham on Sea, we were given a target of saving £1.2 million in 9 months focusing on Labour Efficiency, Material Variance and Waste while also training and coaching key staff to ensure any improvements would be sustainable after that period. We actually saved them £1,8 million in that period and helped them win more business with several major high street retailers. Due to the success, we were given the same objectives in the second site in Devizes until the middle of May 2020. We achieved the same successful outcomes

I completed a 9 month contract working with Dawnfresh in Arbroath working for Suiko /Turner and Townsend. My role was to introduce visual short interval control boards and restructure the management team to focus on achieving business objectives which included 60 hours of training. Plus running blitz workshops to improve the production lines OEE from 45% to 66%, balancing the lines and improving Yield from 76% to 90% plus. The work saved the business over £400k.

I was the lead advisor for a brand new 500,000 square foot manufacturing facility for L&G Module Homes in Leeds. My role was to help set up the factory to build over 7000 housing units per year. My involvement was to design and organize the 8 main production lines like a car manufacturing plant, including how to feed the work stations with parts from suppliers and internal sub-assembly areas and set up standard work. One of the main objective was to make it a very visual factory with a focus on H&S, flow, lean, problem solving, training and introduction of the right set of KPI’s which was deployed to all levels and in all departments.

I was contracted by Unipart to work on their biggest project within National Grid. The aim was to help NG to make vast business improvements in the sum of £1million a day throughout the UK and US. I was responsible for introducing best practice on several sites working with both OHL’s (Overhead Lines) and Sub Station teams.

Initially I was asked to introduce business improvements in various departments like Maintenance. After 6 months, I took over the Operation Manager’s role. I was responsible for implementing Lean into the large family-owned Bacon company, including all departments from Goods Inwards / Sub-assembly / Productions / Despatch / Quality / Planning/ CI and Maintenance. In my short period of time working with the business I helped to grow the entire business from £67 million turnover to £120 million in 12 months. I improved customer delivery from 80% to 100%, introduced a culture of visual management in all areas including deployment / kanbans of stocks and problem solving meetings. We won 30% more business over that time with new and existing customers. We reduced machine breakdowns by 40% and reduced cost on each line by 25%. I worked with customers and suppliers introducing supply chain kanbans to reduce stocks without affecting performance. I also set up a training and development programme to take all the next level of management through lean training aligned with helping achieve the companies growing targets.• In Oct 2011 we won The Factory of the Year Award at the Food Manufacturing Excellence Awards in London and the site in Coventry is now a Lean Exemplar site holding paid best practice visits. • I then worked at their other 3 sites across the group rolling out similar lean programmes.

• I was the external director of the Corus worldwide Lean Sigma Coach and CI programme. This involved working with the client to design, develop and run the coach programme to over 450 Corus coaches across the world including Toyota TPM model. In one Corus plant in the USA I helped achieve major savings in stock reduction, improving customer service levels and Machine reliability. • I worked in many clients carrying out various types of Lean Assessments with a focus on improving machine reliable at all levels which includes looking at the strategy, changing the culture and producing Lean/TPM roadmaps• I was one of the lead consultants working with United Utilities on a project to take ₤51 million out of one of their main processes. Within the first three months I helped take the customer lead-time down from 13 days to 4 days with massive benefits. I helped them to set up an Asset based maintenance system based on the Toyota TPS model on all their water treatment works, by assessing their current performance and creating a three-year maintenance roadmap. • In other clients (both manufacturing and service) I was responsible for improving On Time Delivery (30% to 100%) while reducing stock levels by 35% and maximizing efficiencies by using Lean tools and techniques. • I achieved a major breakthrough with Cogent steel in Canada which formed the foundation for the book Staying Lean which won the Shingo prize in 2009• I was involved in supply chain management with Masterfoods, Corus, and Jabil• Internally I had responsibilities for running the People’s Team which included upskilling of personnel and improvement of communication and management systems in the business. • I was heavily involved in design and development of many key strategic products which were successfully integrated within SA Partners like TPM, Lean Coach Programmes, Pull and Flow systems.