Provider of lean, operational excellence, organisational change and team development/effectiveness consultancy and training services. Recent assignments :Babcock International (Defence)November 2023 onwards- delivery of 5 x 2 day Lean 6 Sigma Green Belt modules to cohort of Managers to equip them to run improvement projects across the business; providing 1 to 1 coaching to improvement project leaders as they progress their Green Belt projectsNorth Ayrshire Council (Local Government)November 2023 onwards- delivery of Lean Awareness workshops to 20 staff- delivery of Project Management workshops to 20 staff William Grant & Sons (Spirits)August 2023- facilitation of a 2 day team development and operational change workshop to Spirit Supply Leadership TeamEdinburgh Airport (Aviation)May/ October 2023/ May/ October 2024- delivery of 2 day Lean 6 Sigma Yellow Belt training to managers in airport Security Team and cohort of Management Development Programme participantsAlexanders Timber Design (Timber Frame Construction)March - July 2023 - providing support to site production team through delivery of 2 day customised yellow belt training and mentoring leaders in establishing and leading improvement groups to deliver operational improvementsNHS Scotland (Public Health Provision)October 2022 - April 2023- providing Business Analyst/lean support as part of a review of the National Procurement service to NHS Scotland

Managing factory producing c100k Celebration cakes per week for a variety of licensed brand and private label retailers

Supporting the Supply Chain Senior Leadership team in business improvement planning and execution; delivering a team effectiveness programme to the Senior Leadership and Value Stream teams and providing stewardship of the site Value Stream performance improvement agenda.

Embedding new Supply Chain organisational structure and introduction of Value Stream ways of working, mentoring newly appointed Senior Managers and delivering problem solving group, lean yellow belt and 5S training packages to managers and team members

Managing Production, Engineering and Planning functions across 3 bread plants producing 2.5M units per week and utilising 220 staff on a 24/7 basis.

Supporting the Operations Team in the introduction of performance review meetings structure, problem solving/improvement groups, root cause analysis, changeover improvement and mentoring senior and middle managers.

Managing one of 2 factories on site employing 1300 staff and producing a range of licensed brand and private label cakes and sweet snacks for major retailers and food service channels across the UK and Europe.

Leading operations and ensuring completion of improvement projects at 2 sites producing cheese and butter products.Supporting the business in the design and implementation of an Operational Excellence programme covering all manufacturing sites.

Reporting to group Operations Director and responsible for Manufacturing operations at Bathgate site with responsibility for c200 staff> built and developed site management team and performance review structures> managed change programme including new equipment , products and working practices

Promoted to role, reporting to the Group Operations Director, and responsible for manufacturing, warehousing, engineering and CI operations at 5 UK sites with a management team of 6, 350 operational staff and budget of £20M.> built new management team and drove standardised Best Manufacturing Practice way of working across all sites> introduced OEE as a business wide KPI and drove action team activity which has increased line capacity by c10%> initiated lean manufacturing practice across all sites including 5S, Asset Care, balanced scorecard, SMED, team based problem solving and training of yellow and green belt lean practitioners> achieved consistently high results in customer manufacturing audits including M&S Silver, Tesco Blue and BRC Grade A status> directed change programme at Welsh site which increased output from 3m to 30m litres pa

On joining the company my immediate responsibility was for 2 sites. Achievements included :> improved line efficiency and conformance to plan by 15% generating over 4000 hours increased capacity> reduced headcount by 25% and maintenance costs by 40% with savings in excess of £500k pa> drove up operating standards with 90% reduction in cost of quality, 35% reduction in accidents and introduction of customised Good Manufacturing Practice audits> initiated continuous improvement activity using 5S as driver together with the development of team based problem solving and improved maintenance practices

Edinburgh Rugby was Scotland's first privately owned professional rugby team. Responsible for all commercial, player recruitment and contractual activities of a £5M turnover business.

On closure of Fountain Brewery initiated and directed a programme across 5 UK production sites with objective of establishing self contained teams and an operating framework to build sustained improved performance in key areas of the business.> designed and delivered team effectiveness programme to site managers, first line managers and their teams to focus on resolution of issues negatively impacting team and operational performance; initial £80k of operational savings realised on pilot site> facilitated key site improvement projects prioritised by UK leadership team> established Improvement Toolkit and trained site based facilitators to use it to address key cultural and operational issues

Head of site responsible for running a site with a cost base of £35M operating on a 24/7 basis brewing, kegging and bottling premium beers. Managed a multi discipline team of 6 and reported to UK Manufacturing Director. Excess capacity within the company led to decision to close site with 110 redundancies.> directed major change programme comprising installation of £15M kegging line and decommissioning of existing canning, kegging and bottling lines with reduction of 140 jobs> managed implementation of site specific employment package for remaining 110 employees incorporating partnership principles, flexibility of working hours and skills, team based involvement in achievement of key performance metrics> initiated programme which improved site performance on service, quality, cost and safety and reduced site fixed costs by £6M pa> directed site closure programme which maintained excellent service and employee relations

Joined Motorola to gain experience of electronics in a factory producing 20M mobile phones per year. Responsible for managing manufacturing operations on a shift utilising 180 personnel. The site closed due to a downturn in global business.

Member of site senior management team directing a multi discipline team comprising Technical Problem Solving, Quality, Training, Site Engineering, Health & Safety and Security.

Member of site senior management team managing a 2 shift whisky packaging operation with responsibility for 185 staff.

One of 2 Senior Managers on site responsible for managing a business unit comprising bottling, engineering, quality and material supply and 110 staff. Site was closed as part of a rationalisation programme.

Part of site senior management team and responsible for designing and delivering problem solving training, job enhancement programme and co-ordinating improvement activity across the site.

Established and managed department providing a comprehensive HR service to two sites.