Arun Kumar Email & Phone Number

Preston, England, Gb

Manchester, United Kingdom

Manchester, United Kingdom

Our aim at Lion & Gazelle is to enable the UK’s largest and most complex organisations to implement meaningful change. We’re an agile company that delivers tailored programmes to each individual client. Yes, we use tried and tested approaches, but it’s all designed to work for your organisation. We’re also the founding organisation of the Airport Centre of Excellence, a place for airports and the aviation sector to share information, knowledge and collaborate with the aim of creating a world-class passenger experience. This was born out of our extensive work with UK airports implementing business transformation projects. Responsible for developing and implementing client's Lean Six Sigma Strategy, Programme Management, Training and Coaching Senior Managers, Black Belts & Green Belts, Certification.Deliverables include:- Client's need assessment around Transformation/Change/Continuous Improvement- Strategic & Operational Review - Solution development - Deployment of Lean Six Sigma and other frameworks such as Balanced Scorecards (BSC) - Training, Coaching and Certification- Program Management- Execution of Process Improvements- Deployment of Quality Management Systems (QMS)- Deployment of Governance models

Glasgow

Responsible for the delivery of Transformation Programme for ERP including selection of new enabling technology and implementation of transformed business processes.

North West, Uk

Responsibilities included:- Identification of Quick Wins in the Customer Contact Centre being run for a major Utility Client- Identification of high impact priority improvement projects- Training and Coaching for the in-house improvement team- Programme Management for the Lean Six Sigma initiative- Certification of the belts

Over a period of 3 years at Xchanging, as a Director and part of the Senior Management Team in Xchanging HR Services that turned around the HR Outsourcing business by:• Implementing an industry standard, scalable shared services operating model.• Restructuring the business in line with the operating model and reducing headcount from 340 to 290 FTEs through managed attrition and minimal severance costs whilst improving service quality against contractual SLAs and KPIs and non-contractual perception measures.• Streamlining business processes in conjunction with the implementation of a workflow tool and a revenue management/leakage tool. Implementing a programme to manage and reduce overheads.• Instilling a culture based on the core values of integrity, openness, and personal accountability and running programmes to improve employee engagement and driving ownership into the management layer.• Challenging existing behaviours and standards of performance.• Creating an expanded suite of service offerings to drive new revenue streams.• Developing an innovative technology-led HRO business strategy targeted at the mid-market and redesigning the services along with the associated consumption and commercial models to significantly improve profitability.This achieved• The HR service being recognised as upper quartile for both service quality and process maturity when formally benchmarked by Equaterra.• An improvement in Margin from 6% to 16% and corresponding improvement in EBIT from £1.6m to £2.4m.• A 55% improvement in incremental revenue through up-sell, plugging revenue leakage and new offerings.• A 60% improvement in cash-flow.• Even during a turbulent time, a stable and successful business environment and the avoidance of the customer contract liability in excess of £3.7m.• A reduction in staff attrition from 15% to 9%.• A 35% reduction in sickness rates and 55% reduction in staff disciplinary.

• Improved the savings delivery and accounting processes for the Travel Category in Procurement services thus saving a potential revenue leakage of c.£400K • Led the implementation of the online repository of processes in ARIS for the HR and Procurement outsourcing business - c.600 processes• Led the certification to ISO9001:2008 for the HR business. This was also a major ‘change’ project and was achieved in record time with a very good foundation which insured no non-conformities being identified in the 3 year period for the certificate.• Led the Process and Quality work-stream for the implementation of new contracts with BAE Systems and Selex Galileo• Part of a successful bid team for £180K for a 6 month implementation of Lean Six Sigma at University Hospital Birmingham (UHB)• Trained and mentored 6 Green Belt facilitators for University Hospital Birmingham (NHS), saving them at least £500K in net benefits. Some key results obtained are as below:Theatre Utilisation- Operations starting on time increased from 8% to 100% - Cancelled operations was reduced by 1%, allowing additional 24 operations- Number of operating sessions utilised increased from 89% to 100% Reduction in patient notes missing - Number of complete medical records to consultants in neurosciences increased from 70% to 98%, an improvement of 40%.• Led the process work-stream for the development of Sarbanes-Oxley (SoX) processes for Procure-to-pay for the National Australia Bank account for Xchanging• Trained and mentored over 30 Xchanging Green Belts; each project on an average saved £20K with one of them saving £600K annualised

• Led a successful bid for a 2-year assignment on Lean Six Sigma at Pricol Trained Senior Management at Pricol on Lean Six Sigma, project selection, project chartering and tollgate reviews Conducted the first plant-wide project selection exercise for Pricol• Led a successful bid for a 2-year assignment at GM Europe £250K Working with the CIO and his team, helped them to achieve cost savings by mapping the IT landscape in the Sales and Service Information division Developed and implemented a Contract Management framework for major technology suppliers e.g., EDS, Cap Gemini

At Tata Motors, Arun worked with the Executive Director in the development and execution of the Six Sigma initiative at the plant – one of the 3 main initiatives to deliver turnaround of the business after a historic loss in 2001. Key achievements• Set up the Strategy for the deployment of the Six Sigma initiative• Developed in-house training modules for the training of Champions, Sponsors, Black Belts, Green Belts and the employees. Arun trained 630 Green and Black Belts over this period.• Part of 2 of the main projects teams in plant  Reduction in in-field cracks in fabrication on cabs and cowls on commercial vehicles from 7% to 2% (annual volume of c. 20000 vehicles) Reduction in carrier housing rejections due to dowel hole puncture from 6% to 0% (c. $100K savings)• Developed a process for the creation of a portfolio of projects which was refreshed every 6-months for the prioritisation of key projects to be delivered by the Six Sigma teams• Certified as Black Belt (BB) by GE and as Master Black Belt (MBB) by Motorola University• Played a key role in the implementation of QS9000 in the Forge and Foundry divisions • Trained c.400 ancillary supplier teams as Green Belts and on SPC, FMEA, and MSA • Provided training on Lean Six Sigma to other Tata Group companies including mentoring and support at Tata Power, Tinplate Company of India, Timken Bearings• Conducted management development programs on Six Sigma under the aegis of the Confederation of Indian Industry (CII), Xavier labour Relations Institute (XLRI) India, Warwick Manufacturing Group, UK

Certificate In Company Direction

Msc, Statistics

Activities and Societies: Debating

B.Sc., Statistics

Activities and Societies: Debating, Quiz