In this role I support the UK Site Manager in leading the Newport site to meet & exceed Gurit’s objectives for the profitable production of composite material products by directly managing & taking responsibility for Prepreg & Formulated Production, Planning & Supply, Lean, Training, Process and Product EngineeringScopes & RelationshipsDirection & leadership of the Newport Production, Planning, Lean, Process and Product teams & engineers. (direct & indirect – 150+)To ensure both the mass (fully loaded lead times) and flexible short notice business is handled and managed effectively.Set, manage & monitor the Operations Budget. (£4.5 million)Working closely with other Managers who report to the UK Site Manager especially those that have a direct link to Production. (Quality, Logistics, Maintenance, Health & Safety, Finance) Work closely & develop an effective working relationship with other BU’s on site especially Technology Group when new products are developed & introduced into the production environment.Align and adjust with Regional Sales Organisation that local SOP’s meet customer expectationsManage Production in line with current KPI’s and constantly review and improve KPI’s.Line Manage the Production, Planning, Lean, Process and Product teams & engineers. Continually build and execute plans to ensure that Newport is a lean and efficient manufacturing siteManage the introduction of new Production LinesTo work as a creative member of the site management team, providing positive input to the team’s decision making process.

As the Site Engineering Manager, I am expected to take a strategic view of engineering requirements to develop a plant with efficient equipment and processes. Implementing six sigma methodologies and continuous Improvement activities to drive the delivery of engineering projects, I give daily management and guidance to a team of process, plant & maintenance engineers responsible for planned and reactive engineering within the UK Plant, in conjunction with Business unit and Site requirements.I am focused on the implementation of best practices within the UK Plant which will require leadership, training and guidance to the engineering team, plus the facilitation of continuous improvement via the delivery of projects within Operations. I actively encourage and act as a mentor for Lean manufacturing, Continuous Improvement and Six Sigma implementation and work closely with the Operations Manager, Site Manager and Business Units to ensure focus is assigned correctly and ensure the Engineering Team have the required personnel to provide a robust and flexible service for the UK plant

Key areas of this role were:Managing the Process Engineering & Plant Engineering teams to engineer and implement solutions for improvement and development projectsActively encourage and act as a mentor for Lean manufacturing, Continuous Improvement and Six Sigma implementationWork closely with Operations Manager, Site Manager and Business Units to ensure focus is assigned correctlyEnsure the Engineering Team has the required personnel to provide a robust and flexible service for the UK plantPrioritise resource as required with regard to process and plant engineeringProvide full support for new product introductionProvide full support for product improvement and process innovationDay to day active involvement and management in the implementation of improvement and development projectsLead in the Identification of potential improvement and development projectsManage Capital Expenditure projects Keep a track of departmental budget to ensure monetary resource is distributed accordinglyEnsure KPI’s are in place and tracked to provide measures for the department functionsActively seek to improve skills base of the engineering team, via training, skills matrix evaluation and knowledge sharingDevelop engineering strategies in line with company objectives with regards to H&S, Quality, Customer Satisfaction & CostPromote an attitude of innovation

Reporting to the Global Process Engineering Coordinator, I was a full time leader of improvement projects and, as such plays a key role in ensuring Six Sigma methodology is followed, providing problem solving leadership and facilitation, change management leadership and project management to project teams.Based in the UK I managed and supported Process Engineering projects within the key Gurit manufacturing sites, I liaised with S&OP, Materials Engineering and Product Management to ensure the manufacturing process could deliver the needed product while meeting planned cost, efficiency and quality targets. I also liaised with the Manufacturing Technologies group as and when new machine / machine upgrade requirements are needed and to ensure efficient and effective, NPI, Product Transfer and new machinery commissioning, via strict compliance to the Global Engineering Change Management processI always ensured best practices were identified and spread throughout Operations at all key Gurit sites. I also Led and executed key business critical process engineering projects, provided clear communication on project progress to stakeholders, able to work in a collaborative style with peers, train project team members, seek and help others to identify opportunities for improving Gurit’s processes

In this position I was responsible for implementing and controlling the most cost-effective manufacturing processes whilst maintaining the highest quality at all times. I had to pursue Operational Excellence through a structured approach (Lean, Six Sigma, PDCA), Work with Product Management to apply Product Life Cycle disciplines to all Gurit (UK) products. Identify, justify and specify engineering solution requirements for improvement for Plant Engineering to action. Support the Quality team in Root Cause Analysis (RCA) and rectification through structured problem solving (8D).I provided front-line technical support and guidance to Production teams. Establish, maintain and continuously improve Product and Process control documentation to optimize Quality, Cost, Delivery and Performance of all Gurit (UK) products. I used structured Designed Experimentation to continuously improve existing processes. Continuously challenge traditional beliefs to ensure continuous improvement, Assisting Quality in the identification and rectification of Quality issues identified internally and externally.

In this position I was responsible for five Process Engineers in which I guided and mentored them in implementing and controlling the most cost-effective manufacturing processes whilst maintaining the highest quality at all times. I had to pursue Operational Excellence through a structured approach (Lean, Six Sigma, and PDCA) and work with Product Management to apply Product Life Cycle disciplines to all Gurit (UK) products. I had to Identify, justify and specify engineering solution requirements for improvement for Plant Engineering to action and support the Quality team in Root Cause Analysis (RCA) and rectification through structured problem solving (8D). I also needed to provide clear, data-driven and concise decision making on all aspects of Process Engineering and deliver on personal and departmental objects, on-time, to cost and to the required quality levels whilst relentlessly promoting Best Practice and Continuous Improvements methods across the business. I had Ownership of the Performance and Quality requirements of each product manufactured in Gurit (UK) and provide front-line technical support and guidance to Production teams and Process Engineering colleagues help establish, maintain and continuously improve Product and Process control documentation to optimize Quality, Cost, Delivery and Performance of all Gurit (UK) products

SP Systems promoted me to this position due to the high demand from increased sales. This allowed me to take control of specific areas of the manufacturing plant, planning the resources and facilities available to achieve successful and effective production output.In this role I was required to hit production deadlines in order to meet customer demands. This involves careful consideration of raw material costs, manpower and time management. This requires close liaison with other Departments within the company – in particular Purchasing, Customer Support, the Sales Team and Production Shift Operation Managers.

SP Systems promoted me to this position due to successful progression in my previous Team Leader role. Within this position, I had management responsibility of 52 Production Personnel. The staff for which I was responsible ranged in age, personality and attributes. This required me to employ top level man-management skills in order to achieve high production levels of excellent standard goods whilst meeting deadlines.My duties included arranging and ensuring that safe working practices / standards were adhered to at all times with particular emphasis on house-keeping. I supported employee development on a one-to-one basis whilst also promoting continuous improvement within the whole team. This involved high levels of professionalism and confidentiality at all times particularly with the interviewing process and when necessary disciplinary procedure