Clive Blunn Email & Phone Number

London, United Kingdom

Responsible for developing a site wide strategy for equipment, utilities and process reliability linked to achieving the Business S&OP. Managing a team of SME’s (subject matter experts) and Reliability Engineers to improve uptime across an Aseptic Filling, Packing and Fractionation environment incorporating filling, depyrogenation, washing, autoclaves, centrifuges, ultrafilters and freeze-drying equipment. Also, the utilities supporting this such as HVAC, water systems and pure steam.

London, United Kingdom

Responsible for developing and implementing a sustainable reliability program toreduce reliability risks. Implement a process to track production losses and abnormally highmaintenance costs. Identify and implement projects using robust root cause analysis to reducethose losses or lower costs. Operate closely with projects, facilities and engineering teams to ensure optimised efficiency of equipment and assets, effective reliability processes aredeveloped, and a cultural shift towards World Class asset management established.

Cheltenham

Created an uplift in sales of dedicated clean/ pure steam products over Jan 2015 to Jan 2016 of +90% sales value and +66% product units. End user sales increased by +50% over the same period. This was achieved by taking responsibility for the design and creation of a dedicated cleanroom production facility (ISO7) to manufacture stainless steel products in an environment reflective of customer expectations. Recruited, trained and managed a team of 17 Technical and Production operatives and instigated SQDC metrics to successfully uplift product sales in a targeted market. Responsible for development and subsequent management of P&L for the business unit. Developed and published a series of marketing material cases and training presentations globally throughout the business to publicise unit and create awareness, excitement and opportunities for growth. Hosted customer and sales team visits to the unit to further promote capabilities of the unit to customers and sales opportunities for the Spirax team.

Cheltenham Uk

Created an uplift of end user sales of 29% (+7.2m) of products aligned to customers utilising clean/pure steam systems primarily Pharmaceuticals, Hospitals and Healthcare related industries. Global responsibly for Strategy development of Healthcare market growth to understand global market potential and recommend regions for dedicated focus for sales team development and product range extension or new product development. Extensive global travel delivering training sessions on clean and pure steam usage in industry, customer needs and why they work as they do (regulatory compliance) and the language used such as GMP, compliance, system and process validation. Also, delivered a series of Webinars “Steam Quality in Pharmaceuticals” to the Americas.

Worthing Uk

GSK Trained in Lean and Six Sigma technique achieving Black Belt certification. Worked on delivering the GSK Vision Factory and Operational Effectiveness Foundations through the Worthing site covering areas such as 5S, visual controls, Root cause problem solving, tiered accountability process, Leader standard work and GEMBA, standard work and continuous improvement process. Became a site trainer for 6 step RCA linked to Quality Systems, process deviations and CAPA’s. Lead a team to successfully deliver a significant uplift in OEE on a tablet packing environment by focusing on a deep but narrow approach to each packing line looking at technical improvement, process improvement and team “discipline” improvement such as hour by hour tracking, immediate action follow up and longer term solutions to problems. An area of particular focus was the repeatability of line clearance and product changeovers.Key projectsDelivery of key site objectives following a site wide diagnostic eventSignificant OEE uplift to key strategic production lines utilising a focused "mini transformation" approach (circa 25% to a sustained 48% plus)Standard Work implementations for Engineers and Technicians to ensure optimum headcount, predictable mechanical changeover and ramp up times, repeatable process order changeover times (circa 70 mins / changeover to a sustained 30 mins) and continued performance at the higher OEE levelsImplementaion of OE foundations within the production environment

Completed projects primarily aligned to compliance needs and process improvements. Managed the introduction of a new powder formulation into the Sterile filling area requiring significant modifications of existing equipment in order to achieve consistent and accurate weight dosing. Established a single shot dose process to replace previous 2 shot dose to increase filling rate with no loss of process control. Significant improvements of line strip and wash process in order to increase quality assurance of process and to reduce time taken during process turnaround. Produced and delivered a series of Validation protocols and Technical reports linked to projects such as the extension to validated line filling time to 24 hours from 14 hours, RABS (Restricted access barriers) installation, modified tamping arms for powder flow and reviews of pressure cascade concerns on the sterile integrity of filled vials.

Managing a team of 18 people to deliver aseptically filled penicillin powder vials across a 3-shift operation with a KPI’s safety, quality and output of 100,000 filled vials per day. Utilisation of Depyrogenation tunnels, VHP hatches, autoclaves, MD300 powder fillers, sterile filling environment, pressure cascades, laminar air flows, continuous particle monitoring, environmental monitoring. Responsible for first pass batch documentation sign off, training of GMP materials, development, review and updating of SOP’s and creation of individual SOP curricula for teams. Experience of preparation, conducting and subsequent outcome requirements of FDA and MHRA audits.

Responsible for achieving cross-department KPI's ensuring production, manufacturing and warehousing work to common targets. Managed a team of eight direct reports covering 150 operational staff with a £2m sales budget per month. Managed site closure involving approximately 150 people and the relocation of all production equipment due to a closure of the Wick site to transfer production to Maesteg in Wales

Overall management responsibility of a multi-shift operation ensuring successful completion of production targets including Health and Safety, Quality, Training and GMP requirements.To establish, install and achieve challenging KPI's in under-performing area

To establish the Industrial Engineering discipline within Body Shop with complete autonomy for direction.Once established the department consisted of 3 Industrial Engineers with all production environments working to set targets, Standard Work profiles and all labour costings linked directly to SAP / planning rates, head count measures and financial costings.

Industrial Engineering within a FMCG cosmetics production environment. Line performance improvement, new product costings, established products process improvement. Lean process initiatives.

Certificate, Body Shop Management Skills

Linked project between the University of Brighton and The Body Shop to develop comprehensive management skills within the Body Shop.

Diploma, Ims Diploma

Ims, Ims Certificate

Activities and Societies: Institutute Of Management Services

Hnc, Building Services