Responsible for Implementation and maturity of Lean tool deployment 3Q6S and Change culture NidecWay across Motion & Energy (MOEN) division in EMEA region.Facilitation, deployment, training, coaching and mentoringStrategy deploymentTransformational Lean competence buildingDaily management systemsMaturity assessment

Responsible for implementation of the long-term strategic continuous improvement plan for EMEA Aerospace Group.Lean-tool competency maturity and CI culture.• Facilitate project alignment planning events in line with stratigic 1-5 year business vision.• Functionally lead and develop Plant CI Managers• Facilitate, and Lead Kaizen ‘Boot-camp’ events, training and deploying Lean and Six-sigma tools – PQPR, VSM, 3-P, Standardized Work, 5’S+, SMED, BPI,• Certified ‘Eaton Operational Assessment Assessor’ – validating Lean and Six-sigma, and cultural deployment across Eaton Operational facilities• Lean Tool certification – Training/Mentor and certifying Lean Tool Leader and Expert candidates.• Development and deployment of Eaton Aerospace Lean Management system and Vision 2020ResultsFactory Cost-out sav ings 2019 - $2.5mKaizen Bootcamps facilitated 2019 – x24.Lean Tool certification through training and Mentoring – x50+ Runner-up for Functional ‘Eaton Aerospace CI award’

Responsible for Safety, Quality, Cost, Delivery, Inventory and Continuous Improvement activities for the Value Stream.Annual Order book of £17m, leading a team of 100+ production workers and associated support staff including Materials Management, Quality and Manufacturing Engineering within a matrix business model for the following Aerospace Civil and military products–• Fuel System Electro-Mechanical Actuators and Motors,• Motor Windings, - Armatures, Field Coils, Stator, Shaft and Rotors• Springs• Composites – Floor Struts and Fuel Probes• Paint shopResultsRe-Structure of Value-Stream team structure to better support and increase effectiv eness. Implementation and maturing of processes such as Tier Accountability, Production forum and SIOP.Lead ‘Continuous improv ement’ Events including Re-layout of Coils Windings areas Transformation – 3-P re-layout into Flow, VSM, 5’S+ & Standardized Work. This was a Runner-up in ‘Global Aerospace CI of the year award’• Improved Delivery YOY by 3%• Reduction in Scrap by 17%• Productivity increase of 5% YOY (89.8%)

Responsible for Safety, Quality, Cost, Delivery and Inventory for Life Support Systems Value stream for OE and Aftermarket equipment.Value Stream carries an annual £30m Order book, leading a team of 120+ production works and associated support staff including Materials Management, Quality and Manufacturing Engineering within a matrix business model for the following products –• Anti-G Force Valves,• Piolet Breathing regulators,• Piolet Back-up Oxygen supply systems, • On board Oxygen Generation Systems • Control and Data systemsResultsRebuilding of Value stream going through major recovery programs. Re-organization of roles and responsibility of team - Getting the right people and processes in the right place.Implementation of a structured multifunction project team to drive daily accountably to recovery plans.Implementation of new working practices to enable 24/7 working, negotiated through Trade-Union to get an ‘out of contract’ agreement.

Responsible driving Cycle-time reduction and Continuous Improvement across UK Aerospace Aftermarket plants, using and deploying Lean tools and techniques.ResultsImplementation of a production Flow-lineWinner of Regional Kaizen of the Month – Real Time TrackerLeading and facilitation of multiple Kaizen events at Multiple regional sites.Lead CI activity to reduced Cycle-time by 50%+ in 9 monthsImplementation of Gated Repairs process operating system – Repair Gate adherence improvement 60% to 90%+

Operations site leader within Aerospace R&O business. Responsible for all operational activity across - door to door.Driving continuous improvement activity to improve productivity and reduce TAT.• Productivity improvements through implementation of SMED, 5’S, Cell design for flow.• Organizational design – Re-structure implementing Support hub teams, and new Cell Work Flow Coordinator positions.• Development and implementation of daily accountability process.• Design and implementation of Visuals management/Andon’s system used to drive accountability though the business• Design and implementation of ‘Leaders Standard work’ for Production Team leaders and myself, enabling fast response and true accountability.• Implementation of standard RCCA process, through 5-why and fish-bone analysis, enabling On Time To Request miss reduction, and First Pass Yield improvement.Results• On Time To Request improvements 46% Jan 2012 to 80% - Jan 2013• Past due reduction from $1.2m to under $900k during 2011• Productivity improvements - achievements for 2011 = 12%• Positive Employee Relation survey 53% to 72% - 2010-2012• FPY – internal quality defects 75% - 94%

Leader of the Life support Systems Production department whist driving Lean Expert Certification project.Full Lean transformation with in Military value-stream. Deployment and use of following lean Tools - VSM, Flow layout design, SMED, Kanban Supper-market systems, Daily accountability. Standardised work. Leaders Standard work, off-load curtain.ResultsMentoring 3 Green-belt candidates to certification.$1.051m past due reduction$590k inventory reductionOTTR increased from 23% - 100%Customer VOC - RED to BLUE - best in class

Development of existing suppliers through use of Lean and Six-sigma techniques & Transitions projects for supply base rationalisation.