Set up company working in business process improvement, focusing on maximising the functionality and implementation of Epicor ERP systems to maximise business performance.Improved business processes by maximising the use of Epicor core functionality, through improvement of company procedures and processes, training of personnel, and carefully targeted reports, dashboards and customisations. Developments include BPM’s, BAQ’s and dashboards, Crystal Reports, Customisations, DMT and Service Connect. Implementations include Capacity Planning & Scheduling, MRP, Production & Stock Kanbans, RMA processing and DMR/MRB processing, and understanding of job costing.

Ilford Engineering – an ISO 9001:2008 accredited machining and sheet metal working company with over 80 employees and turnover exceeding £4.5m pa.• Performed a key role in a major restructuring, headed the Quality department with four skilled inspectors, updated Health & Safety policies and Quality Management system.• Significantly improved response to customer corrective actions and targeted cost reduction by measuring rework hours.• Selected, implemented and ran Epicor ERP system in 02/2010 with minimal downtime; wrote specification and migrated data.• Led company towards SC21 Bronze Award, with ongoing implementation of agreed CSIP via cross-functional teams.• Implemented bonus scheme for all employees, based on monthly KPI performance, resulting in 100% involvement in business results.

• Managed machine shop and sheet metal managers, and production, engineering, planning, supply chain and inventory functions.• Formulated plan for continuous improvement with emphasis on QCD (Quality Cost Delivery) activities and effective KPIs.• Drove forward supply chain improvements for major customers, and installed QPulse quality compliance and document management system.• Responsible for purchasing materials, looked at alternative suppliers and evaluated material requirements for new jobs.• Managed mission-critical sheet metal shop move to a new site to increase capacity by 50%.

• Responsible for all shop floor staff and product quality, achieving budgeted performance of Production department.• Introduced and managed Just In Time supply chain to Lotus, following transition from ad hoc supplier to major sheet metal parts supplier for high-volume scheduled production of around 80 cars per week.• Wrote software for scheduling, used BOM to create a demand model and plan production in line with client’s Kanban system.• Seamlessly installed automatic time and attendance solution, and shop floor data collection to provide real time information.• Delivery performance for scheduled work enabled firm to expand output and win business for the McLaren SLR project.• Implemented IT strategy and introduced BMS which saved 35% of space heating costs.

Implemented Energy Management SystemNegotiated energy tariffs, £2M spend